FISCAL YEAR 2021 Proposed Annual Operating Budget November 15, 2020
Honorable Council President Matt Cherry and Members of Toledo City Council,
I am pleased to present for your review and consideration the proposed Wade Kapszukiewicz 2021 operating and capital budgets. A budget is always a reflection of our Mayor values. This administration values transparency, accountability, equitable [email protected] investments in all of our neighborhoods, and most importantly, the team phone 419-245-1001 that works hard every day to ensure we achieve our goals. Our budget fax 419-245-1370 reflects these values. One Government Center Suite 2200 Toledo, Ohio 43604 The proposed budget revenues and expenditures total approximately $839 million with a general fund budget of approximately $283 million. toledo.oh.gov We have proposed a capital improvement to general fund transfer of $11 million and a $23 million reduction in general fund balance, decisions made necessary due to the severe negative budget impact of COVID. We have significant financial challenges to realize the baseline service needs that our constituents should expect and deserve from local government.
The budget and department performance plans align with our five strategic priorities and include performance metrics to ensure continuous improvement in service delivery. Our strategic priorities are:
1. Basic Services: Provide basic services to residents in an effective and efficient manner. 2. Environment: Ensure all of our environmental resources, major equipment, andinfrastructure are efficient and sustainable for long-term viability. 3. Quality Investments: Make investments that improve the quality of life for all peoplewho live, work, and play in Toledo. 4. Customer Service:Employees take pride in providing excellent services to our residents. 5. Workplace Culture: Employees feel connected, valued, and appreciated.
While 2020 has proven to be a challenging year, I am proud of our many accomplishments. Our budget discipline in 2018 and 2019 helped to cushion the blow of 2020. We used our CARES funding to stabilize small businesses and residents by providing grants, rental, and mortgage assistance to our residents as they navigate the financial impact of the pandemic. In addition to short term assistance, our 2020 initiatives, programs, and activities will have long term impact on moving our community forward.
We made significant strides in reprioritizing community development on targeted neighborhood revitalization. Our five year consolidated plan includes Neighborhood Revitalization Strategy Areas (NRSA) that would allow for more flexible use of funding to support development in our neighborhoods that need it most. Our revitalization strategy includes layering ongoing investments such as the LED light conversion, lead pipe replacement and lead remediation, and roads for greater impact. Passage of a new lead ordinance with a strategy for making 23,000 properties lead safe is being implemented and will continue over several years. We kicked-off the process to develop a comprehensive housing strategy and 10-year action plan that will provide a common vision for housing investment. The strategy will align with our comprehensive plan, which will provide a blueprint for future land use.
This year also saw us turn year’s long blighted properties back into productive use. The site of the old Southwyck Mall, which has been vacant for 10-years, is now home of the new Amazon Distribution Center. After over 10 years of absentee ownership by an out-of-town speculator, the historic buildings at the “four corners” section of downtown were acquired by the Lucas County Land Bank – and now stand ready to be redeveloped as vital mixed-use residential and commercial spaces making way for increased economic development downtown. The 22nd Century committee’s downtown master plan made local control of the Spitzer and Nicholas a priority – in part because they sit on the only corner where all four original buildings still remain. We continue to support small businesses that our critical to job creation and retention, which is critical to our economic vitality. We also introduced legislation to support a disparity study that will provide recommendations on how we can increase procurement opportunities for minority- and women-owned businesses. We are one of five Ohio cities participating in the Forward Cities E3 Accelerator, an initiative to assess the health of our equitable entrepreneurial ecosystem.
We now have the ability to make significant investments in our infrastructure. The passage of Issue 4 allows us to allocate approximately $19 million a year in residential roads. We are also making a $100 million investment in changing every water meter over the next three years. The replacement of 127,000 water meters in the city and Lucas County will allow for more accurate and reliable billing and reduced maintenance cost. The technology gives our customers information at their fingertips and allows them to be able to control their bills. We are transitioning all 28,000 conventional high-pressure sodium bulb streetlights to energy-efficient LEDs and will complete the project by the end of 2021 increasing public safety and saving the city annually on energy cost. We’ve also upgraded our website to make it more accessible to residents, businesses, and visitors. These are not only cost savings measures, but supports our strategic priorities to become a smart city by leveraging technology to increase operational efficiency, share information with the public and improve both the quality of government services and citizen welfare.
This past year has highlighted a need to focus on diversity, equity and inclusion (DEI) in how we deliver services, invest in neighborhoods, and support our workforce. We are engaging experts to assist us with developing a DEI strategy that will focus on recruitment, hiring and promotions, implicit bias training, procurement diversity, equitable deployment of city services, and improved community- police relations. We will become a member of the Government Alliance on Racial Equity, a national network of governments working to achieve racial equity and advance opportunities for all. We are also one of 30 cities across the country selected into the What Works Cities Fiscal Health and Equity Initiative, a Bloomberg Philanthropies program. The initiative will allow us to manage COVID-19’s impact on our city finances while maintain equity as we work to meet the needs of the community.
As we enter the final year of our 2018-2021 strategic plan, we will continue much of the work we have started in 2020. We will have greater financial transparency, as this budget includes resources for a budget and forecasting software that will allow us to align our financial investments to our strategic plan. We are making progress with implementing our data governance strategy and will introduce dashboards for the community to see how well we are doing with delivering services by visiting our new and improved website. During the 2021 budget planning process, we continued to engage the budget taskforce during bi- weekly meetings to ensure council representation. Keeping with last year’s process, we maintained an additional layer of transparency by ensuring Council members had the opportunity to seek clarity and provide feedback on the strategic plan objectives, potential budget solutions and operational and capital needs prior to submitting the draft budget for your review. We welcome additional input prior to the passage of the budget and will work with you to ensure opportunities for public input through the Council of the Whole meetings scheduled for December.
The 2021 proposed budget aligns with the above data-driven priorities and includes, but are not limited to, the following initiatives to meet our goals and objectives:
1. Address public safety needs by allocating funds for a 31-member police class and a 50-member firefighter class. 2. Identify opportunities to leverage technology and other resources for increased investment in our environment and neighborhood infrastructure with a regional water commission, improving our urban beautification strategy, investment in lead safety, enhanced mowing operations, focused pothole plan and completing a city-wide 28,000 LED conversion by December 2021. 3. Ensure we are attracting and retaining a diverse workforce with the knowledge, skills and abilities to provide excellent services to our residents by investing in training and development, succession planning, recognizing employees for the contributions they make to our community, and aligning our succession planning and internship opportunities with regional workforce development strategies. 4. Following the passage of Issue 4, we are going to invest $19 million dollars to improve residential roads.
We are committed to data-informed decision making regarding service delivery and budget alignment. Strategic priorities and goals will be included in department development plans and the leadership team will be evaluated on how well they are moving the needle to accomplish our goals. This continuous improvement process will ensure we are investing tax dollars in the areas of most concern to our stakeholders.
Strategic Priority
Performance Data Evaluation Analysis Strategic Budget Alignment
Service Budget Program Alignment Alignment We are proud of the list of 2020 accomplishments that not only have regional impact, but also significant impact on our ability to provide high quality services to our residents and workforce. We believe the 2021 proposed budget will allow for greater success and partnership between Council and the administration. As we emerge from COVID, we look forward to hosting hundreds of thousands of visitors in Toledo for the 2021 Solheim Cup. The planning with partners is ongoing to ensure that hotels, small businesses, bars, restaurants and cultural institutions will have a great economic impact. We look forward to putting our best forward. It will be a welcomed event after a challenging year of social distancing and an opportunity to show the world that you will do better in Toledo.
Sincerely,
Wade Kapszukiewicz Mayor Table of Contents
Mayor’s Letter 2
Elected Officials 7
Organizational Chart 8
Strategic Priorities 9
Key Performance Indicators 19
Budgeting for Equity 20
Community Profile 22
Budget Policies 36
Budget Calendar 50
Budget Summary 51
Departmental Overviews 73
Appendix 184 City Council
John Hobbs III Cecelia Adams District 1 At-Large Pastor/coach Retired school administrator
Matt Cherry Nick Komives District 2, Council President At-Large Business Agent Community organizer
Theresa Gadus Rob Ludeman District 3 At-Large Educational interpreter Realtor
Vanice Williams Katie Moline District 4 At-Large Childcare center Certified public accountant owner/operator
Sam Melden Tiffany Whitman District 5 At-Large Strategic engagement University administrator
Chris Delaney Cerssandra McPherson District 6 At-Large Retired police officer Public school paraprofessional
7 City Administration
Mayor Wade Kapszukiewicz Elected Mayor of Toledo in 2017
8 Strategic Priorities 2020
Basic Services Provide basic services to residents in an effective and efficient manner.
Objectives 1. Ensure prompt response to calls for service across the city. 2. Ensure public safety employees are well-trained, equipped, accountable, transparent, and respectable. 3. Maintain, preserve, and manage City records and information/data with clear, forward-looking plans so that data will be a readily accessible resource that contributes to community goals. 4. Provide quality city services such as trash collection and solid waste management services that encourage community-wide recycling, reuse, and reduction of waste. 5. Respond to growing service demands through partnerships, innovation, and prioritizing service levels that can be sustained by revenue. 6. Ensure the efficient and effective use of tax-payer dollars in providing City services.
9 Environment Ensure all of our environmental resources, major equipment, and infrastructure are efficient and sustainable for long-term viability.
Objectives 1. Promote conservation of natural resources by incentivizing and implementing sustainable practices, energy efficiency, and alternative energy solutions. 2. Promote and implement sustainability practices within the organization. 3. Provide education and leadership to ensure natural resources are preserved for future generations. 4. Maintain reliable utility infrastructure to deliver safe and clean water to all residents and facilitate wastewater treatment and storm water management. 5. Develop and sustain public infrastructure that services the needs of the community including utilities and water supply. 6. Operate water, sewer, and storm water utilities in a manner which provides for the health of the community and protects and promotes environmental sustainability.
10 Quality Investment Make investments that improve the quality of life for all people who live, work, and play in Toledo.
Objectives Neighborhoods 1. Proactively (re)invest in neighborhoods through support of programs and encourage sustainable community (re)development and rehabilitation practices that address blight, and preserve and protect historic properties 2. Enforce regulations to ensure home and public spaces are structurally secure, clean, visually appealing, and promote community well-being.
Economic Development 1. Encourage entrepreneurship with local, minority, and women business owners by supporting access to counseling, capital, and contracting opportunities. 2. Use investment incentives, policies, and maintain updated marketing materials, engagement strategies and development review processes to invite investment and reinvestment by offering consistent and transparent processes to developers.
Quality of Life 1. Provide and support the availability of high-quality, affordable recreational programming and activities that appeal to people of all demographics. 2. Develop and sustain public infrastructure that services the needs of the community including roads, parks, green spaces, facilities, and Wi-Fi. 3. Develop inclusive programming to serve the needs and interests of the whole City, and partner with community organizations to create a fair, just and welcoming community. 4. Provide access to high-quality education/resources to prepare residents, including youth, for career/education beyond a high school diploma.
11 Customer Service Employees take pride in providing excellent service to our residents.
Objectives 1. Leverage technology and data throughout the organization for more efficient service delivery. 2. Identify and implement financial process improvements for greater efficiency and effective oversight of city financial resources. 3. Facilitate timely and effective communication throughout the public through a variety of media modes. 4. Respond to growing service demands through collaboration, innovation, and outcome management.
Workplace Culture Employees feel connected, valued, and appreciated.
Objectives 1. Attract, develop, motivate, and retain a diverse, high quality, engaged, and productive workforce. 2. Use data to evaluate service delivery that is evaluated on clearly defined expectations and focused on service excellence. 3. Facilitate timely and effective communication throughout the organization.
12 FTEs by Strategic Priority
Strategic Priority Area 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Basic Services 1,846.31 1,876.93 1,819.54 1,848. 03 Environment 540.00 553.83 553.83 548.00 Quality Investment 251.01 260.25 243.44 242.18 Customer Service 180.25 201.18 187.51 186.28 Workplace Culture 110.75 115.99 103.24 115.80 Total 2,928.31 3,008.18 2,907.56 2,940.30
2021 Proposed FTEs by Strategic Priority
Workplace Culture 4% Customer Service 6% Quality Investment 8%
Environment 19% Basic Services 63%
13 Basic Services Provide Basic services to citizens in an effective and efficient manner
Summary of 2021 Proposed Budget by Strategic Priority A rea - Basic Services
Special Capital Projects Internal Department & Source of Funds General Fund Revenue Funds Debt Service Funds Funds Enterprise Funds Service Funds Total City Council and Auditor 1,930,397 - - - - - 1,930,397 Office of the Mayor 1,622,392 29,473 - 14,737 114,858 - 1,781,460 Toledo-Lucas County Plan Commission ------Human Relations Commission ------Diversity & Inclusion ------Municipal Court 18,735,655 256,719 - - - - 18,992,374 Law Department 2,262,150 54,453 - 200,000 246,769 3,099,610 5,862,981 Finance Department ------Human Resources ------Information & Communications Technology ------Department of Neighborhoods ------Department of Economic Development ------Department of Public Service 306,325 34,837,560 - 1,740,257 401,562 349,000 37,634,703 Department of Public Utilities ------Safety Administration 2,453,703 - - - - - 2,453,703 Police Department 84,030,006 139,708 - 1,405,500 2,655,720 - 88,230,934 Fire & Rescue Department 79,376,868 - - 365,000 - - 79,741,868 Non-Departmental 15,417,353 3,839,330 - - - - 19,256,683 Total 206,134,849 39,157,243 - 3,725,494 3,418,909 3,448,610 255,885,104
2021 Proposed Customer Service By Fund
Capital Projects Funds 19.6%
Debt Service Funds 9.0%
Special Revenue Funds 14.2%
Enterprise Funds 49.3%
General Fund 3.8% Internal Service Funds 4.1%
14 Environment Ensure all our environmental resources, major equipment, and infrastructure are efficient and sustainable for long-term viability
Summary of 2021 Proposed Budget by Strategic Priority Area - Environment
Special Capital Projects Internal Department & Source of Funds General Fund Revenue Funds Debt Service Funds Funds Enterprise Funds Service Funds Total City Council and Auditor ------Office of the Mayor ------Toledo-Lucas County Plan Commission ------Human Relations Commission ------Diversity & Inclusion ------Municipal Court ------Law Department ------Finance Department ------Human Resources ------Information & Communications Technology ------Department of Neighborhoods ------Department of Economic Development ------Department of Public Service 6,472,693 - - 303,000 - - 6,775,693 Department of Public Utilities 232,188 799,903 - - 180,833,590 - 181,865,681 Safety Administration ------Police Department ------Fire & Rescue Department ------Non-Departmental ------Total 6,704,881 799,903 - 303,000 180,833,590 - 188,641,374
2021 Proposed Environment By Fund Enterprise Funds 95.9%
Capital Projects Funds Special Revenue Funds General Fund 0.2% 0.4% 3.6%
15 Quality Investment Make investments that improve the quality of life for people who live, work, and play in Toledo
Summary of 2021 Proposed Budget by Strategic Priority A rea - Quality Investment
Special Capital Projects Internal Department & Source of Funds General Fund Revenue Funds Debt Service Funds Funds Enterprise Funds Service Funds Total City Council and Auditor ------Office of the Mayor ------Toledo-Lucas County Plan Commission 912,658 278,341 - 84,164 - - 1,275,164 Human Relations Commission 235,201 - - - - - 235,201 Diversity & Inclusion ------Municipal Court ------Law Department ------Finance Department ------Human Resources ------Information & Communications Technology ------Department of Neighborhoods 3,210,548 20,740,796 - - - - 23,951,344 Department of Economic Development 4,485,614 12,620 - - 71,032 - 4,569,266 Department of Public Service 5,841,589 9,677,796 - 1,701,873 - - 17,221,258 Department of Public Utilities 383,827 1,383,113 - 32,610,562 5,357,372 - 39,734,874 Safety Administration ------Police Department ------Fire & Rescue Department ------Non-Departmental 60,561,005 - - - - - 60,561,005 Total 75,630,442 32,092,667 - 34,396,600 5,428,404 - 147,548,113
2021 Proposed Quality Investment By Fund
General Fund 44.9% Special Revenue Funds 24.5%
Capital Projects Funds 26.4%
Enterprise Funds 4.1%
16 Customer Service Provide excellent/outstanding service to our residents and other stakeholders
Summary of 2021 Proposed Budget by Strategic Priority Area - Customer Service
Special Capital Projects Internal Department & Source of Funds General Fund Revenue Funds Debt Service Funds Funds Enterprise Funds Service Funds Total City Council and Auditor ------Office of the Mayor ------Toledo-Lucas County Plan Commission ------Human Relations Commission ------Diversity & Inclusion ------Municipal Court ------Law Department ------Finance Department 6,796,453 27,193,708 17,247,569 33,561,595 68,233,133 823,416 153,855,874 Human Resources ------Information & Communications Technology 285,317 - - 4,030,000 - 7,138,857 11,454,174 Department of Neighborhoods ------Department of Economic Development ------Department of Public Service ------Department of Public Utilities - - - 15,705 26,349,008 - 26,364,713 Safety Administration ------Police Department ------Fire & Rescue Department ------Non-Departmental 270,505 - - - - - 270,505 Total 7,352,275 27,193,708 1 7,247,569 37,607,300 94,582,141 7,962,273 191,945,265
2021 Proposed Customer Service By Fund
Capital Projects Funds 19.6%
Debt Service Funds 9.0%
Special Revenue Funds 14.2%
Enterprise Funds 49.3%
General Fund 3.8% Internal Service Funds 4.1%
17 Workplace Culture Create a workplace where employees feel connected, valued, appreciated and can take pride in
Summary of 2021 Proposed Budget by Strategic Priority Area - Workplace Culture
Special Capital Projects Internal Department & Source of Funds General Fund Revenue Funds Debt Service Funds Funds Enterprise Funds Service Funds Total City Council and Auditor ------Office of the Mayor ------Toledo-Lucas County Plan Commission ------Human Relations Commission ------Diversity & Inclusion 1,023,078 83,242 - - 343,242 - 1,449,563 Municipal Court ------Law Department ------Finance Department ------Human Resources 2,110,840 32,792 - - 65,585 49,541,610 51,750,827 Information & Communications Technology ------Department of Neighborhoods ------Department of Economic Development ------Department of Public Service 696,600 - - 2,742,056 - 14,800,253 18,238,909 Department of Public Utilities ------Safety Administration ------Police Department ------Fire & Rescue Department ------Non-Departmental 210,495 - - - - - 210,495 Total 4,041,013 116,034 - 2,742,056 408,827 64,341,863 71,649,794
2021 Proposed Workplace Culture By Fund
Internal Service Funds 89.8%
Enterprise Funds 0.6% Capital Projects Funds 3.8%
Special Revenue Funds 0.2% General Fund 5.6%
18 Key Performance Indicators 2021
In 2018, the City of Toledo chose key performance indicators (KPI) from nearly every department to begin to measure different programs and benchmark new goals and objectives.
Over the course of 2019 and 2020, departments have been collecting data and reporting the metrics quarterly. These metrics will help the City of Toledo identify trends, measure our efficiency and effectiveness, and increase transparency.
Each KPI tracks progress towards one of the City’s strategic priorities: Basic Services, Environment, Quality Investment, Customer Service, and Workplace Culture .
The City of Toledo is focused on improving operations and making strategic budgeting decisions to accomplish these objectives, and is committed to communicating progress to the community.
All City departments have reviewed and updated their performance plans for 2021, incorporating key programs, activities and performance indicators.
Please see Appendix for the City of Toledo’s Performance Plan.
19 Budgeting for Equity 2021
The 2021 Proposed Budget begins the process of incorporating equity analysis into the budgeting process. Budgeting for equity encourages budget and resource allocation decisions that do not disproportionately harm low-income residents and communities of color.
Throughout 2021 City leadership will be participating in a Bloomberg Philanthropies What Works Cities City Budgeting for Equity and Recovery program, a new effort that will help cities confront budget crisis while strengthening their commitment to equity in the wake of COVID-19. The program will help cities develop and implement plans to drive financial recovery and ensure that their budget crisis do not disproportionately harm low-income residents and communities of color. It will also provide the opportunity for leaders from the 30 participating cities to problem solve with a network of peers and produce a set of tactics for other local leaders to follow.
The Proposed FY 2021 Budget incorporates several key initiatives that align with the City’s strategic plan and promote equity in the community and within the City’s workplace.
20 Budgeting for Equity – Initiatives
Priority Equity and Budget Alignment
Government Alliance on Racial Equity Membership
Consulting services to analyze police data and engage the police and the community in dialogue to develop policy reform recommendations Basic Services Investment in budgeting and forecasting solution to improve tracking and reporting on the equitable investment of resources
Gun violence reduction initiative
Lead line replacement Environment Water afforability plan
Complete disparity study
Quality Investment Supplemental resources to oversee procurement diversity and contract compliance
Improve coordination of neighborhoods investment strategy in low-opportunity neighborhoods
Consulting services to building the City's diversity and inclusion strategy with a focus on attraction, retention, promotion and implicit bias
Workplace Culture Supplement resources to investigate diversity and inclusion complaints
Revamp and centralize Americans with Disability Act program and inventory
21 Community Profile 2021
History
Toledo, the county seat of Lucas County, is located in the northwestern part of Ohio. It is part of an area known as the Great Black Swamp. Toledo itself was incorporated in 1836, and it was built on the site of a former stockade, Fort Industry, which was built in 1800. Originally, there were two separate towns named Lawrence and Vistula. When the Wabash and Erie Canal was mapped out in 1836, the location of Toledo was chosen as one of the termination points. The population of the two towns merged and created the new community of Toledo. By 1840, Toledo had a population of 1,322 people.
Although the canal would bring significant business to Toledo, the community still struggled in its early years. Many of its residents suffered from epidemics that spread rapidly in the region in 1838 and 1839. Finally, the canal was opened in 1845. The canal made the town a growing seaport along Lake Erie, and much commerce traveled through Toledo. In addition to the Wabash and Erie Canal, Toledo was connected to the city of Cincinnati by way of the Miami and Erie Canal.
When railroads began to emerge as a key form of transportation in Ohio in the second half of the nineteenth century, Toledo became a destination for a number of railroad lines. In addition, a number of industries began to emerge in the city, including furniture companies, carriage makers, breweries, railroad manufacturing companies, and glass companies, among others. The Libbey Glass Works was located in Toledo and helped to make the community known as the "City of Glass." By 1880, Toledo boasted a population of more than fifty thousand people, making it one of the largest cities in the state.
Many immigrants began to settle in Toledo by the late nineteenth century, attracted to the city because of the factory jobs available and the city's accessibility by rail and by water.
Toledo continued to grow, both in terms of population and industry, in the early twentieth century. Because of its dependence on manufacturing, the city suffered high unemployment rates during the Great Depression. As World War II began, however, Toledo's industries began to focus on wartime production, and unemployment concerns disappeared. Toledo made a unique contribution to the war effort. Home to the Willys-Overland Company, this firm began producing jeeps in 1941. 22 Today
Toledo is the model Midwestern city with a high quality of life and a low cost of living. Toledo is a proud, vibrant and diverse community that is home to a number of first-class academic institutions, a modern public school system, the internationally recognized Toledo Museum of Art, the Toledo Mud Hens, a spectacular zoo, world class parks, premium restaurants, nationally and internationally known products, a reenergized downtown, vibrant neighborhoods, top-rated healthcare systems, and an exemplary public library system.
Area and Location
The City is located in (and is the county seat of) Lucas County in northwestern Ohio, approximately 75 miles east of the Ohio-Indiana border. The City covers an area of 84 square miles and borders generally on Lake Erie and the City of Oregon to the east, the State of Michigan to the north, and Wood County to the south.
Population
The population of Toledo as of the 2010 Census was 287,208 and a 2018 population estimate shows the population is down slightly to 274,975. The median resident age in the 2010 census was 34.2.
The populations of the City and the County in the last five Censuses
600,000
500,000
400,000
300,000
200,000
100,000
0 1970 1980 1990 2000 2010
Toledo Lucas County
23 Income
The City of Toledo had an estimated median household income of $37,100 between 2014 - 2018. According to the 2018 population estimates from the U.S. Census Bureau 25.6% were living in poverty.
2014-2018 Median Household Income
United States
Ohio
Lucas County
Toledo
0 10,000 20,000 30,000 40,000 50,000 60,000
Housing
The following is current Census information concerning housing in the City, with comparative County and State statistics:
Median Value of Owner-Occupied % Constructed Prior Homes to 1940 City $79,900 33.40% County $113,100 25.90% State $140,000 20.50%
Number of Housing Number of Housing Units 2010 Units 2018 City 138,039 138,107 County 202,630 203,073 State 5,127,508 5,188,270
24 Employment
Toledo has a diverse economy bolstered by three major industries: manufacturing, healthcare and education. Toledo is home to the world headquarters of major corporations, including Owens Corning and Libbey, Inc. Other major employers include The University of Toledo and Medical Center, Fiat Chrysler Automobiles, General Motors Corp./GM Powertrain, ProMedica Health Systems (ProMedica), Mercy Health Partners, and Toledo City School District. With several major financial institutions, Toledo is also the banking and finance center for northwest Ohio. In the Toledo Metropolitan Statistical Area (MSA) employment has become increasingly diversified.
Approximate Number of Employees Engaged in Employer Nature of Manufacturing Nonmanufacturing Activity or Enterprise Activity Activity ProMedica Health System Health care 13,770 Mercy Health Health care 8,800 Fiat Chrysler Automobiles Automobile manufacturer 6,693 The University of Toledo University and Medical Center 5,600 United Parcel Service Package delivery and logistics 4,500 Toledo City School District Education 4,361 The County Government 2,914 Sauder Woodworking Co. Furniture, cabinets 2,825 The City Government 2,727 Bowling Green State University University 2,625 Owens-Corning Building materials & reinforcements 2,200 General Motors Corp./GM Powertrain Automotive manufacturer 1,778 Division HCR ManorCare Health care services 1,728 St. Luke’s Hospital Hospital 1,600 Libbey, Inc. (g) Glass manufacturer 1,600 State of Ohio Government 1,430 First Solar LLC Solar cell manufacturer 1,400 Vehtek Systems Inc. Automotive stampings 1,300 Owens Community College Education 1,257 Automotive and industrial 1,200 Dana Incorporated components YMCA of Greater Toledo Nonprofit organization 1,200 Washington Local School District Education 1,186 Toledo Edison Company Electric utility 1,060 International Automotive Components Automotive interior systems 1,030 Home Depot Distribution Logistics and distribution 1,025 Bennett Enterprises Motor inns and restaurants 895 Hollywood Casino Casino 892 Sylvania City School District Education 888 NSG Pilkington Glass manufacturer 878 Wood County Hospital Medical facility 875 Adient/Johnson Controls Battery Battery manufacturer 850 Group, Inc. O-I Glass Inc. Glass manufacturer 843 Wood County Government 825 FedEx Ground Courier delivery services 800 The Andersons Grain storage/processing 796 Block Communications, Inc. Information services 773 Materion Brush Beryllium manufacturer 700 Walgreens Logistics and distribution 659 Fulton County Health Center BioHealth 650 BP Husky Toledo Refining Petroleum refiner 635 Mobis North America LLC Automotive 600 Norfolk Southern Transportation 600 Maumee City School District Education 580 Ottawa County Government 567 Fifth Third Banking Financial services 550 Toledo Clinic, Inc. Medical clinic 500 Toledo Refining Co. LLC Petroleum refiner 500
25 Employment (continued)
Employment has steadily increased in Toledo since 2013. Since the start of 2018, the Civilian Labor Force in the City has shown steady increases – indicating more people are looking for permanent work. The City’s unemployment rate has continued to improve in comparison to the State’s average unemployment rate.
135,000 130,000 125,000 120,000 115,000
Workers 110,000 105,000 100,000 Jul-14 Jul-19 Jan-12 Jan-17 Oct-15 Apr-13 Apr-18 Jun-12 Jun-17 Feb-14 Feb-19 Sep-13 Sep-18 Mar-11 Mar-16 Dec-14 Dec-19 Nov-12 Nov-17 Aug-11 Aug-16 May-15 May-20 Employed Labor Force
18% 16% 14% 12% 10% 8% 6% 4%
Unemployment Rate Unemployment 2% 0% Jul-14 Jul-19 Jan-12 Jan-17 Oct-15 Apr-13 Apr-18 Jun-12 Jun-17 Feb-14 Feb-19 Sep-13 Sep-18 Mar-11 Mar-16 Dec-14 Dec-19 Nov-12 Nov-17 Aug-11 Aug-16 May-15 May-20
Toledo Unemployment Rate Ohio Unemployment Rate
26 Manufacturing
Manufacturing comprises approximately one-fifth of Toledo's economic base. Hundreds of manufacturing facilities are located in the Toledo metropolitan area. This includes automotive assembly and parts production plants as well as glass and solar panel production facilities.
Fiat Chrysler Fiat Chrysler Automobiles, the largest manufacturing employer in the City, has continued to invest in its Toledo Assembly Complex in the City in recent years, including approximately $1.0 billion of investments since 2016. Fiat Chrysler has stated that, with the renovation of the North Plant and the retooling of the South Plant, the company would have the capacity to produce more than 400,000 Wranglers and Gladiators annually at the Toledo Assembly Complex. In December 2019, Fiat Chrysler pledged to invest an additional $160 million in the North Plant for new equipment and training for production of a new electric plug-in hybrid version of the Wrangler JL that is expected to result in the creation of 100 new jobs and an additional $120 million in the South Plant for further retooling for the production of the Gladiator.
General Motors General Motors has completed three new investments in its GM Powertrain Division’s Alexis Road transmission plant in the City in the past seven years – a $667.6 million investment in a 650,000- square-foot addition to prepare the plant for production of 9-speed front-wheel-drive and 10-speed rear-wheel-drive transmissions, a $55.7 million investment to support production of fuel-efficient eight-speed transmissions and six-speed rear-wheel-drive transmissions, and a $30.6 million investment for equipment and tooling to expand capacity for the production of the six-speed rear- wheel drive transmissions – to accommodate General Motors’ product growth and meet increasing demand for those transmissions. With those investments and others, General Motors reports having invested more than $1.0 billion in the plant since 2011.
Dana Incorporated In 2017, Dana Incorporated, a Fortune 500 automotive and industrial components manufacturer, completed construction of a $75 million high-tech axle manufacturing facility in the Port Authority’s Overland Industrial Park in the City, converting and tripling the size of an existing 100,000-square- foot warehouse facility on the site to 300,000 square feet. Dana created that facility to support a number of new light-vehicle programs, including the new Jeep Wrangler JL and Gladiator models, that are being manufactured less than three miles away at Fiat Chrysler’s Toledo Assembly Complex, and three other vehicle programs for automakers in the region.
First Solar Manufacturing Facilities In October 2019, First Solar, Inc., the largest manufacturer of photovoltaic modules, completed construction and began operation a new $400 million, one million square-foot manufacturing facility for production of its advanced technology Series 6 thin-film photovoltaic modules. First Solar has a workforce of approximately 500 associates, with an estimated annual payroll of $30 million, at the new facility which is located in nearby Lake Township. The new facility is a few miles from First Solar’s flagship factory in the City of Perrysburg, which is adjacent to the City. In 2017, First Solar invested an additional $175 million to retool that factory, which is the largest solar manufacturing facility in the United States.
27 Healthcare
Residents of Toledo are served by ProMedica Health System and Mercy Health Partners and University of Toledo Medical Center (UTMC). Mercy Health has three hospitals in Toledo, including a state-of-the-art pediatric hospital. Promedica has three hospitals across the Toledo, including Toledo Hospital, Toledo Children’s Hospital, and Wildwood Orthopedic and Spine Hospital. Healthcare has emerged as one of the strongest industries in Toledo. The healthcare industry has grown with the expansion of ProMedica Health System and Mercy Health Partners, the two largest providers in northwest Ohio.
Mercy Health Partners In October 2017, Mercy Health completed construction of a $34 million project to expand facilities on the Mercy St. Vincent Medical Center and Mercy Children’s Hospital campus in the Downtown area of the City. The new 29,000-square-foot, two-story building houses St. Vincent’s and Mercy Children’s emergency services, including a level 1 trauma center and an expanded surgical area with more space for pre-operative and post-operative care.
In 2021, Mercy Health is planning to break ground on a mixed-used development project with NAI Harmon Group along the Cherry Street Corridor. The project will include eighty market rate apartments, five store fronts and office space. Mercy Health Partners is investing more than $1 billion in its current facilities and will maintain more than 2,700 employees. Much of this investment is in the downtown area.
ProMedica Health System In July 2019, ProMedica completed and opened Generations Tower at Toledo Hospital, a $400 million facility with 309 private patient rooms (some of which are replacing double rooms in other parts of its Toledo and Children’s hospitals) on nine floors and an additional four floors that that may be developed as demand requires, on a campus that also includes its similarly-sized Renaissance Tower that opened in 2008. Currently, Continental Development, working with ProMedica, is planning a $100 million development near the campus of Toledo Hospital. The project is expected to include upscale apartments, senior living, memory care and skilled nursing facilities, medical office buildings and facilities and an extended stay hotel. The City has provided certain infrastructure improvements, including an interchange on Interstate 475 in the area of the Hospital campus, which will support the project and additional development by ProMedica. The City also plans to establish a community reinvestment area to enable it to provide a tax incentive for the project.
A more than $50 million renovation of the Steam Plant and Promenade Park for ProMedica Health System’s Headquarters has been completed in downtown Toledo.
University of Toledo Medical Center In addition to ProMedica Health Systems and Mercy Health Partners, Toledo is home to the University of Toledo Medical Center (UTMC). The UT Medical Center at the Health Science campus is educating the next generation of physicians, nurses and other health care professionals.
28 Education
Toledo City Schools The Toledo City School District is the principal school system in the City and the fourth largest school system in the State. It serves approximately 22,905 pupils in 52 elementary, junior high and senior high schools and specialized learning centers. The Board of Education of the School District administers an annual operating budget of approximately $413.115 million. The Board currently receives approximately 29.32% of its funding from local sources, including taxes, tuition, fees and interest income, approximately 70.04% of its funding from State sources and approximately 0.64% of its funding from federal sources. In 2014, the District completed the final phases of a major classroom facilities improvement program pursuant to which all of the District’s school facilities have been renovated or replaced.
University of Toledo The University of Toledo is a State university located in the City that traces its origins to 1872. The University reported a total enrollment of more than 20,000 in 2018 and had a Fall 2019 full-time equivalent (FTE) enrollment of 19,782, consisting of 15,568 FTE undergraduate students and 4,214 FTE graduate and professional students, making it the seventh largest of 14 public universities in the State. The University most recently reported that, together with its Medical Center, it has more than 5,600 employees, including 1,500 instructional faculty and 4,100 other staff members. In its fiscal year ended June 30, 2019, the University and its Medical Center reported operating revenues of $746.7 million, including net patient service and other patient services revenue of $369.8 million, net tuition and fees of $196.1 million, grants, gifts and contract revenues of $47.7 million and $133.2 million of auxiliary and other revenues. The University’s 13 colleges attract students from a broad region with a selection of approximately 5,000 course offerings in approximately 300 undergraduate, graduate and professional programs. A study released by the University in May 2017 estimated that the University contributes $1.35 billion annually to the region’s economy from payroll, University purchases and spending by students and visitors and the ripple effect of those expenditures.
Mercy College Mercy College of Ohio, a private institution of higher learning with a focus on healthcare education, has its main campus in the City where approximately 1,588 students were enrolled in Fall 2019.
29 1. City of Toledo Annual Information Statement Transportation
The City of Toledo is served by a broad-based transportation system, including well-developed ground, air and water transportation facilities.
Ohio Turnpike The Ohio Turnpike (Interstate Highway 80/90) and Interstate Highways 75, 280 and 475, complemented by six State routes and five U.S. highways, provide the City with direct east-west interstate highway access. Amtrak operates four passenger trains through the City along an east- west route. Additional daily interstate passenger service is provided by six privately owned bus lines, including Greyhound, which runs approximately 24 daily bus trips through the City, providing service to Cleveland, Chicago, Detroit, Cincinnati, Columbus and Indianapolis.
TARTA The Toledo Area Regional Transit Authority (TARTA), a separate political subdivision, provides local bus service in the City and surrounding areas. TARTA is funded in part by property taxes levied on the entire service area, now comprised of the City and five surrounding municipalities and one township, which in recent years has provided approximately $12.8 million for operation and improvement of the system. In April 2018, TARTA acquired a former Goodwill building in the Downtown area of the City for $1.5 million and has renovated and remodeled that building for as a single downtown terminal, replacing its downtown loop bus system, and as its administrative headquarters. That terminal opened in mid-August 2019.
TARTA ridership over the past five years has been as follows:
Number of Passengers 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 2015 2016 2017 2018 2019
Toledo Express Airport Commercial airline traffic is provided through the City’s Toledo Express Airport. Toledo Express Airport is a regional airport located approximately 15 miles southwest of the City, and Detroit Metropolitan Airport is located approximately 45 miles north of the City. The City is also served by two smaller, general aviation airports, including the City’s Toledo Executive Airport (formerly known as Metcalf Field), which is located approximately five miles south of the City. The City’s two airports, Toledo Express Airport and Toledo Executive Airport, are both leased to the Port Authority.
30 Economic Development
Development activity is occurring across Toledo. Toledo has a strong future for Economic Development based on bringing jobs and investment to downtown, increased development in neighborhoods, continuing investment in necessary infrastructure to add to and maintain jobs, and leveraging City assets including infrastructure, location, transportation, labor force quality and availability.
Major Development Projects:
Toledo Marina Lofts Capital Commons . 360 market rate apartments . Sale of city-owned 48-acre parcel to Estes . $70 MM investment Express Lines for expansion . 15 new jobs; 193 jobs retained Glass City Riverwalk . 70 acre new signature riverfront metropark 1411 Campbell Street . $200 MM investment . Redevelopment of former industrial property . 45 new jobs; $15 MM capital investment Seagate Convention Center & Hotel . 216 room dual branded Hilton Garden Inn & Amazon Fulfillment Center Homewood Suites . 300+ Jobs . New 1,000 seat ballroom . $25MM investment . $94 MM investment; 250 new jobs . 2.8 MM sq. ft. facility . Located in a Municipal Utility District w/ Fort Industry Square Rossford . 115 market rate apartments . $26 MM investment Colony Lofts . 37,000 sq. ft. of ground floor commercial . 262 residential units space . 120 room hotel Triad Business Park . $50MM investment . Sale of city-owned 53-acre parcel . 200 new jobs; $11 MM annual payroll Encompass Health . Located in a Joint Economic Development . 40-bed impatient rehab hospital Zone . $25MM investments
31 City Government
The City operates under and is governed by its Charter, which was first adopted by the voters in 1914 and has been and may be amended by the voters from time to time. The City is also subject to certain general State laws applicable to all cities. Under the Ohio Constitution, the City may exercise all powers of local self-government, and police powers to the extent not in conflict with applicable, general laws.
Legislative authority in the City is vested in a 12-member Council. Six members of the Council are elected at-large and six from districts within the City, all for overlapping four-year terms. The Council is authorized to enact ordinances and resolutions relating to City services, tax levies, appropriating and borrowing money, licensing and regulating businesses and trades and other municipal activities. The Council also has authority to fix the compensation of City officers and employees. The Council annually elects one of its members to serve as the President of Council, its presiding officer.
The City’s chief executive and administrative officer is the Mayor, who is elected by the voters to that office for a four-year term. The Mayor has authority to hire certain assistants and, subject to Council approval, to appoint the directors of all City departments, the commissioners of all City divisions, the members of all City boards and commissions and, with the additional approval of the applicable board or commission, the chief administrative officers of agencies under their jurisdiction. The Mayor is responsible for preparing a detailed annual budget estimate, keeping the Council advised of the financial condition and needs of the City and, generally, exercising all other executive and administrative powers and performing such duties as are conferred by the Charter or by State law on mayors or municipal chief executive officers.
The Mayor has authority to introduce ordinances, resolutions and other matters before the Council, to take part in the discussion of all matters coming before the Council, to vote on legislation before the Council if necessary to break a tie vote and to veto any legislation passed by the Council. Vetoes may be overridden by a three-fourths vote of all members of the Council.
32 Public Safety
The City of Toledo provides police and fire (which includes emergency medical services).
Police The Toledo Police Department services the City of Toledo from two main District Stations and two substations. In the 2021 Budget there are 679.46 budgeted full time positions. The Department consists of three major Divisions: Support and Administrative services, Operations, and Investigative Services. The Toledo Police Department is responsible for providing services ranging from criminal investigations to community engagement.
Fire The Toledo Fire & Rescue Department is comprised of several bureaus and one unit, which operate out of eighteen fire stations strategically located through the city of Toledo. The Toledo Fire & Rescue Department responds to all fire and medical incidents in the city. The medical response also includes both basic and advanced transport to local hospitals. All Toledo firefighters are State of Ohio certified as Firefighter II and trained as Emergency Medical Technician-Basic with approximately 250 also being certified as Emergency Medical Technician-Paramedic. The 2021 budget accounts for 662.19 budgeted FTE positions.
33 Public Utilities
Water System The City owns and operates a waterworks system (the Water System) as a self-supporting enterprise that in 2019 produced an average of 73.4 million gallons of potable water per day, with a peak flow of 99.6 million gallons per day. Water is drawn from Lake Erie, treated at the City’s Collins Park Water Treatment Plant (the Plant), which has capacity to treat up to 130 million gallons of water per day, and then distributed through approximately 1,165 miles of water lines, over 50% of which were installed before 1930. The estimated replacement cost of the Water System is $1.362 billion. The Water System is operated by the Divisions of Water Treatment and Water Distribution within the City’s Department of Public Utilities.
The Water System is operated by the Division of Water Treatment and the Division of Water Distribution of the City’s Department of Public Utilities.
The Water System is a regional utility that provides water service for approximately 129,500 residential, commercial/institutional and industrial customers in the City and certain surrounding areas in Northwest Ohio and Southeast Michigan. The City estimates that approximately 500,000 people are served by the Water System. In October 2019, after years of discussions and negotiations that resulted in Charter amendment authorizing the establishment of a Regional Water Commission, the City and eight other jurisdictions entered into uniform agreements regarding the supply and purchase of surplus Toledo Water within the region that protect the integrity and capacity of the Water System and balance the interests and concerns of all parties. Those other jurisdictions include Lucas County and Fulton County, the City of Maumee, Monroe County on behalf of the South County Water System, the Northwestern Water and Sewer District, the City of Perrysburg, the City of Sylvania, and the Village of Whitehouse (collectively, the Contracting Communities). The Regional Water Commission provides a participatory vehicle for other jurisdictions with water contracts with the City to participate in the capital and water rate setting process.
Sewer System The City owns and operates a sanitary sewage collection and treatment system (the Sewer System) as a self-supporting enterprise that in 2019 collected and treated approximately 73.4 million gallons of wastewater per day generated by residential, commercial, institutional and industrial users. Wastewater is collected by 1,027 miles of local and interceptor sanitary sewers owned by the City. The local sewers serving 77% of the City’s sewered area carry only sanitary sewage, while the remaining 23% of the City’s sewered area is served by combined local sewers that carry sanitary sewage and, in wet weather, storm water. The local sewers flow into interceptor sewers that carry the wastewater to the City’s Bay View Wastewater Treatment Plant (WWTP) for treatment. The WWTP is unusual in that it includes a traditional plant providing secondary treatment and a wet weather treatment facility (WWTF) providing the equivalent of primary treatment.
The Sewer System collects and treats wastewater flows from approximately 93,500 residential, commercial/institutional and industrial users in the City, and approximately 21,500 users outside the City. It is the sole provider of such service in the City and serves an estimated 320,000 persons.
34 Public Service
The City of Toledo Department of Public Service (DPS) provides a wide variety of services for residents. These services include include green space maintenance, parks maintenance and programming, maintaining tree canopy health and the repair and maintenance of the city’s roadways, which includes pavement restoration work, snow removal, leaf collection and street and alley cleaning. The Department is also responsible for providing and maintaining safe and efficient traffic flow on public roadways under the jurisdiction of the City of Toledo.
The DPS Division of Solid Waste is dedicated to the operation and maintenance of the City of Toledo’s Hoffman Road landfill to support the Lucas County refuse collection operations. The division strives to effectively and efficiently manage the landfill as a city asset by employing technology and innovative practices, as well as working to secure permit modifications and/or alterations that will extend the life of the landfill.
The DPS Division of Streets, Bridges & Harbor provides services to the public include street and alley cleaning and repair, pothole repair, pavement restoration of sewer and water repairs, snow & ice control, leaf collection, housing demolition, bridge operation, bridge and levee maintenance and repair, and harbor related operations.
The DPS Division of Transportation maintains and improves traffic flow on Toledo’s public roadways using accepted design practices and appropriate traffic control devices. The Division provides traffic control planning and design, repairs, replacements and preventative maintenance of street signs, signals and pavement markings throughout Toledo. Additionally, the division works closely with other city departments to assist with the coordination of special events that involve block closures, the evaluation of streets for the installation of speed humps, and the administration of an on-street parking program for mobility-impaired individuals.
The DPS Division of Parks, Recreation and Forestry is responsible for mowing of over 400 boulevards, cul-de-sacs and green spaces across the City. The Division also operates and maintains more than 50 athletic fields and facilities, which include baseball and softball diamonds, tennis courts, municipal pools, the Ottawa Park Ice Rink, and park shelter houses. Parks, Recreation and Forestry provide recreation programming opportunities through special events such as: Skating with Santa; Pumpkin-a-Rama; Eggxtravaganza; Fishing Rodeo; Pitch, Hit & Run; Punt, Pass & Kick and Concerts in the Ottawa Park Amphitheater. The City of Toledo has over 125 parks and facilities.
35 Budget Policies 2021
State Law and City Charter Requirements
Detailed provisions for budgeting, tax levies and appropriations are made in the Revised Code. These include a review by county officials at several steps, and a requirement that the subdivision levy a property tax in an amount sufficient, with any other moneys available for the purpose, to pay the debt service on securities payable from property taxes.
The law requires generally that a subdivision prepare, and then adopt after a public hearing, a tax budget approximately six months before the start of the next fiscal year. The tax budget then is presented for review by the county budget commission, comprised of the county auditor, treasurer and prosecuting attorney. However, a county budget commission may waive the requirement for a tax budget and require more limited information. In 2001, the Lucas County Budget Commission voted to waive the requirement for a tax budget for the subdivisions in the County for future Fiscal Years and has since required that alternate tax budget information be provided by the City and those other subdivisions.
Under the current requirements, City budgeting for each Fiscal Year formally begins in the prior July with the preparation and submission to the County Budget Commission of tax budget information. For debt service, the information is to include the net amounts of debt service payable during that Fiscal Year for which property tax levies must be made (after application of estimated receipts from other sources) and the portions of those levies to be inside and outside the ten-mill limitation. That tax budget information is then reviewed by the County Budget Commission.
As part of that review, the County Budget Commission is to determine and approve levies for debt service outside and inside the ten-mill limitation. The Revised Code provides that “if any debt charge is omitted from the budget, the commission shall include it therein.” The County Budget Commission then certifies to the City its action together with the estimate by the County Auditor of the tax rates outside and inside the ten-mill limitation. Thereafter, the Council is to approve the tax levies and certify them to the proper County officials. The approved and certified tax rates are then to be reflected in the tax bills sent to property owners for collection in the following calendar year. Real property taxes are payable in two equal installments, the first usually in January and the second in July.
36 State Law and City Charter Requirements (continued)
The Council adopts a temporary appropriation measure before January 1 of each Fiscal Year, and then, by March 31, a permanent appropriation measure for that Fiscal Year. Although called “permanent,” the annual appropriation measure may be, and often is, amended during the Fiscal Year. Annual appropriations may not exceed the County Budget Commission’s official estimates of resources, and the County Auditor must certify that the City’s appropriation measures do not appropriate moneys in excess of the amounts set forth in those estimates. No money of the City is to be expended unless first appropriated by the Council. The Director of Finance is not to allow the amount set aside for any appropriation to be overdrawn or the amount appropriated for any one item of expense to be drawn upon for any other purpose.
Section 45 of the Charter of the City of Toledo identifies the fiscal year for the City as beginning on the first day of January and requires that on or before the fifteenth day of November of each year, the Mayor must prepare a balanced budget estimate of the expenses of conducting the affairs of the City for the following fiscal year. The estimate is compiled from detailed information obtained from the various City departments. Council is required to pass a balanced budget no later than March 31, 2021.
Prior to passage, the Administration works with City Council to hold budget hearings to review all departmental budget requests and discuss revenue and expenditure assumptions. Information about these budget hearings may be found on the City’s website as they are scheduled. There are opportunities for public input at these meetings.
Debt
The Ohio Revised Code Section 133.05 provides that the total net debt (as defined by the ORC) of a municipal corporation, whether or not approved by the electors, shall not exceed 10.5 percent of the total value of all property in the municipal corporation as listed and assessed for taxation. In addition, the unvoted net debt of municipal corporations cannot exceed 5.5 percent of the total taxation value of property. The statutory limitations on debt are measured by the ratio of net debt to tax valuation and expressed in terms of a percentage.
The City’s voted and unvoted nonexempt general obligation debt capacities as of September 15, 2020 : Nonexempt Additional Debt Debt Limitation Outstanding Capacity Within Limitation 10-1/2% = $348,576,197 $122,858,519 $227,201,205 5-1/2% = $182,587,532 $122,858,519 $60,430,445
37 Investments
Deposits and investments of City funds are governed by the Charter and Chapter 192 of the Toledo Municipal Code, enacted in 1986 and last amended in 2013 (the Investment Policy Ordinance). Under the Investment Policy Ordinance, the Director of Finance has general responsibility for carrying out the banking and investment policies of the City, and the Commissioner of Treasury has the day-to-day responsibility for investing and depositing City funds as they become available. Under the Investment Policy Ordinance and current practices, investments are made in the following categories:
1. Direct obligations of the United States, the Federal Home Loan Banks, the Federal Home Loan Mortgage Corporation, Fannie Mae, and the Federal Farm Credit Banks;
2. Certificates of deposit with banking institutions having an office in the State, and demand deposits with banking institutions having an office in the City, which in each case meet City requirements relating to size, credit rating and collateralization of City deposits;
3. Federally insured certificates of deposit initiated through a reciprocal network of banks or savings and loan associations that are members of the Federal Deposit Insurance Corporation;
4. Securities of other political subdivisions meeting certain rating requirements;
5. The State Treasurer’s subdivision investment pool (STAR Ohio) created pursuant to Section 135.45 of the Revised Code;
6. Federally insured certificates of deposit with banks that are members of the Federal Deposit Insurance Corporation initiated through the State Treasurer’s STAR Plus Program. The Investment Policy Ordinance also provides specific requirements for diversification of investments.
38 Discretionary Funds
The City may expend, contingent on appropriation, funds for community programs and projects geared toward improving the quality of life for residents. Funding awards range from $1,000 to $25,000.
Organizations must meet the following criteria to be considered for funding:
• The physical location of the organization must be in the Toledo city limits • The organization must be a 501(c)(3) organization under the Internal Revenue Code • The organization must support programs and projects that improve the quality of life of city residents throughout the year
Organizations that apply for funding are required to submit an application and supporting documentation to outline the scope of services that will be provided using the City funds. All organizations that have previously received funding are required to submit a final report of activities outlining the use of City funds. Failure to submit the final report will disqualify an organization from future funding consideration.
Payment of funds to approved organizations will not be made unless accompanied by a Letter of Understanding that is signed by the Mayor (or his designee) and acknowledged and countersigned by the organization.
Use of Public Funds
Permitted uses of City funds for food, awards, recognitions, travel and expenditures to outside organizations are as follows: • The City may expend funds to host events in appreciation of the City’s workforce and provide tokens of appreciation to employees to recognize new hires, years of service and retirements. • The City may expend funds to provide beverages to employees, volunteer workers, elected officials and business guests during regular working hours and events that require public participation. • The City may expend funds to provide meals to employees, volunteer workers and elected officials for work conducted during normal meal times. • The City may expend funds for ceremonial activities as described in Administrative Policy and Procedure #21-Ceremonial Activities. • The City may expend funds for awards, prizes and other recognitions to employees or outside parties in association with fundraising efforts, events to raise awareness and other events. • The City may host and expend funds for Wellness Luncheons to provide education to employees in an effort to reduce the City’s health care costs. • The City may expend funds to outside organizations where a written agreement between the City and such organization has been executed. • Travel expenditures are authorized under the terms and conditions outlined in Administrative Policy and Procedure #4-Travel Allowance.
39 Basis of Accounting
Governmental Funds use the modified accrual basis of accounting. Under the modified accrual basis, revenue is recorded in the fiscal year in which the resources are measurable and become available. Available means that the resources will be collected within the current fiscal year or are expected to be collected soon enough thereafter to be used to pay liabilities for the current fiscal year. Under the modified accrual basis, the following revenue sources are considered to be both measurable and available at year end: income tax, state-levied local shared taxes (including gasoline taxes, local government funds and permissive taxes), fines and forfeitures, licenses and permits, interest, grants and rentals. Expenditures are recognized under the modified accrual basis of accounting when the related fund liability is incurred, if measurable.
The financial statements of the proprietary funds are reflected on the accrual basis of accounting, where the revenues are recorded when earned and expenses are recorded as incurred.
Budget Basis vs. Generally Accepted Accounting Principles (GAAP) The budget is adopted on a basis consistent with generally accepted accounting principles, except for certain items that are adjusted on the accounting system at fiscal year-end. This allows City departments to monitor their budgets throughout the year through reports generated by the City’s accounting system. The differences between the budgetary basis and GAAP include:
- Principal payments on outstanding debt in the enterprise funds are expensed for budgetary purposed instead of as an adjustment to the long-term liability on the balance sheet
- Capital outlay in the enterprise funds is expensed for budgetary purposes instead of recorded as an adjustment to capital assets on the balance sheet
- Compensated absences in the enterprise funds are not expensed for budgetary purposes. GAAP requires compensated absences to be accrued when earned by employees
- Pension and Other Post-Employment Benefits (OPEB) in the enterprise funds are expensed for budgetary purposes when paid. GAAP requires pension and OPEB to be accrued when earned by employees
- Debt issuances in the enterprise funds are recorded as revenue for budgetary purposes instead of an adjustment to long-term liability on the balance sheet.
40 Budget Process
Section 45 of the Charter of the City of Toledo identifies the fiscal year for the City as beginning on the first day of January and requires that on or before the fifteenth day of November of each year, the Mayor must prepare a balanced budget estimate of the expenses of conducting the affairs of the City for the following fiscal year. The estimate is compiled from detailed information obtained from the various City departments. The total items of current expense in the budget and appropriation ordinance shall not exceed the amount available for such purpose as provided by law.
Upon receipt of the Mayor's budget estimate, the Council shall at once prepare an appropriation ordinance, using the Mayor's budget estimate as a basis.
Provisions shall be made for public hearings upon the appropriation ordinance before a committee of the Council, or before the entire Council sitting as a committee of the whole.
Following the public hearings and before final passage, the appropriation ordinance shall be published in the City Journal with a separate schedule setting forth the items asked for in the Mayor's budget estimate which were refused or changed by the Council, and the reasons for such change or refusal.
The Council shall not pass the appropriation ordinance until fifteen (15) days after its publication, nor before the first Monday in January. The annual appropriation ordinance and any amendment or supplement thereto shall be in the form prescribed by the Revised Code of Ohio, and the amounts appropriated shall be subject to the limitations therein set forth. Adoption of the annual appropriations measure shall be subject to Sections 43(A) and 43(B) of the Charter.
Council, per the Charter, is required to pass a balanced budget no later than March 31, 2021.
Unless the ordinance specifically provides otherwise in any instance, not more than one-half of any appropriation shall be expended before the first day of July in the current year.
Prior to passage, the Administration works with City Council to hold budget hearings to review all departmental budget requests and discuss revenue and expenditure assumptions.
The City’s budget process emphasizes the role of departments and divisions in all stages of the process: the initial crafting of the budget, the presentations to City Council, and the ongoing monitoring of the budget throughout the year. The budget works from the assumptions that (1) the role of departments is to fully know and understand the programs that their department is responsible for, including the budgetary implications of those programs, and (2) the role of the Finance Department is to coordinate the budget process, provide technical assistance to departments as needed, and moderate the budgetary requests of departments given scarce resources. The process as a whole is an interactive one. The Finance Department maintains an open dialogue with departments and divisions. Departments and divisions also utilize the City’s accounting system for reports that help to guide decision making on their own and within the parameters of an approved budget.
41 Appropriations
Interim Appropriations Prior to passage of the annual operating budget, interim funding is appropriated for continued operations of the City. Interim appropriations are based on one quarter of the approved operating budget estimate submitted in November. These appropriations may be adjusted above one quarter of the operating budget estimate to account for certain contractual and debt obligations that may exceed the one quarter threshold.
Budget Amendments All budget amendments shall be approved by City Council. Budgets may be amended after adoption with approval of the City Council if changes result in a change in an increase in appropriation. All budget amendment requests must be made in writing to the Budget Office, the Director of Finance and the Office of the Mayor. If budget amendment request is approved by the Office of the Mayor, it will be presented to City Council for approval through the legislative process.
Grants and Expendable Trust Funds All new grant awards are appropriated and authorized for expenditure through the legislative process. Legislation is prepared and submitted as needed to authorize grant agreements, the acceptance and deposit of the grant funds, and the appropriation and expenditure funds according to the terms of the grant. Once appropriated, grant funds carryforward each fiscal year until the grant is completed and closed.
Expendable trust funds are established for funds donated in trust to the City and for certain special revenue sources. Expendable trust funds are appropriated when received and authorized for expenditure according to each expendable trust’s enabling legislation. Expendable trust funds carryforward each fiscal year until the trust is disestablished.
Transfers Administrative transfers of under $25,000 are authorized against existing appropriations in the operating budget within personnel service or between non-personnel account codes within an organization unit and fund.
Capital project and grant funds are legislatively controlled by individually approved projects or grant awards for each organization. Transfers within each project and grant appropriation are authorized at any dollar level, unless subject to specific restrictions in the enabling legislation. Transfers between projects and between grant appropriations are not authorized.
Carry Forwards At the end of each year all unexpended balances of appropriations shall revert to the respective funds from which the same were appropriated, and shall then be subject to future appropriation; but appropriations may be made in furtherance of improvements or other objects or work of the City which will not be completed within the current year.
Appropriations made in furtherance of improvements or other objects or work, including capital projects, grants and expendable trust funds, of the City which will not be completed within the current year will be carried forward to the next fiscal year and closed out upon completion.
42 Reserves
General Fund Fifty percent (50%) of any General Fund undesignated year-end fund balance is placed into the Budget Stabilization Reserve in order to strengthen the City’s financial position and establish adequate financial reserves. Withdrawals from the Budget Stabilization Reserve shall only be for the purpose of continuing basic City services during times of economic recession or substantial unexpected revenue loss.
Accumulation of funds in the Budget Stabilization Reserve are limited by the Ohio Revised Code, which requires that total General Fund budget stabilization reserves cannot exceed five percent (5%) of total General Fund revenue.
43 Revenues
The revenue budget includes all dollars expected to be received by or as a result of the operations of any agency of the City of Toledo. Revenue sources include:
Income Taxes: includes withholding, business and individual income tax receipts
Property Taxes: includes levies on property that the owner is required to pay to the City
Charges for Services: includes charges for City used services and equipment such as water and sewer, refuse removal, tow fees, fire emergency medical services and transport fees, repairs provided by the City, and internal service charges for municipal garage, facilities, data processing and risk management
Licenses and Permits: includes revenue from providing or assisting with permits, zoning and inspections, storage, parking, and licensing
Fines and Forfeitures: includes traffic, civil, court and red light and hand-held speed camera fines
Intergovernmental Services: includes revenue received from the State of Ohio and Lucas County, JEDZ and JEDD income, estate taxes, paramutual taxes and payments in lieu of taxes, casino revenue, homestead and rollback revenue
Special Assessment: includes service and improvement assessments
Investment Earnings: includes interest earnings
Other Revenue: includes demolition revenue, sale of assets, gifts and donations, and rent income
Issuance of Debt: includes bond and note proceeds and capitalized debt
Grants: includes all state and federal grants received by the City
Operating Transfers : includes operating transfers in from other funds
Capital Lease Proceeds: includes amounts provided by leases
Premium (discount) on Bond: includes premiums on bonds payable
Projected Use of Fund Balance
Projected Revenues in Excess of Proposed Budgeted Expenditures will be added to Year- End Fund Balances
44 Operating Budget
The City of Toledo is organized on a department/divisional basis and operations are accounted for through various funds and cost centers. Each divisional budget is within a particular fund of the City, with revenue and expense items assigned to various cost center and commitment areas. Expenditures are presented within the following areas:
Labor: includes all base and part-time salaries, severance, compensated absences, salary savings and other personnel reimbursements
Overtime
Pension
Employment Taxes and Medical: includes all medical, workers’ compensation, unemployment compensation and Medicare
Other Labor: includes all contractual stipends
Supplies & Services: includes all supply and service costs for items such as office, equipment and computer supplies clothing and equipment, janitorial supplies, motor and utility fuel and lubricants, small apparatus and tools associated with contractual services for office equipment and supply rentals, refuse collection services, travel expenses, utility charges, repair and maintenance, professional services, real estate fees, environmental related charges, seasonal and intern services, and internal service charges for fleet, facilities, risk management insurance, and telecommunications and data processing
Capital: includes all building modification costs, machinery and equipment, vehicles and infrastructure hardware and software, and capital project costs
Debt, Transfers and Other: includes principal and interest for bonds, notes and capital leases and associated debt service charges, program contract costs and transfers out to other funds, trust funds and contributions to other agencies
45 Department Organization City Council and Auditor: includes City Council and the Auditor’s Office Office of the Mayor Toledo-Lucas County Plan Commission Human Relations Commission Office of Diversity & Inclusion Municipal Court: includes Municipal Court Judges and Clerk of Municipal Court Department of Finance: includes Financial Analysis, Finance Administration, Treasury and Taxation, Accounts, ERP Team, Debt Management, Purchasing and Supplies Department of Law Department of Information & Communications Technology: includes Information & Communications Technology and Engage Toledo Department of Neighborhoods: includes Neighborhoods Administration, Housing, Code Enforcement and the Beautification Action Team (for presentation purposes in this document historical Beautification Action Team revenues and expenditures have been reflected under Code Enforcement, which mirrors how the current budget is structured) Department of Human Resources Department of Development: includes Economic Development, Real Estate and Building Inspection (for presentation purposes in this document historical Real Estate revenues and expenditures have been reflected under Economic Development, which mirrors how the current budget is structured) Department of Public Service: includes Transportation, Streets, Bridges and Harbor, Solid Waste, Fleet and Facilities, Parks, Recreation and Forestry Department of Public Utilities: includes Utilities Administration, Water Treatment, Water Distribution, Engineering Services, Water Reclamation, Sewer and Drainage Services and Environmental Services Safety Administration Police Department Fire and Rescue Department Non-Departmental: includes Non-Departmental and General Fund Utilities
46 Funds
The City uses funds to maintain its financial records during the year.A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts. The City’s funds are classified as Governmental, Proprietary and Fiduciary.
Governmental Funds Governmental funds are those through which most governmental functions typically are financed. Governmental reporting focuses on the sources, uses and balances of current financial resources. Expendable assets are assigned to the various Governmental Funds according to the purposes for which they may or must be used. Current Liabilities are assigned to the fund from which they will be paid. Governmental funds are categorized as:
General Fund Accounts for all financial resources of the City except for those required to be accounted for in another fund.
Special Revenue Funds Accounts for specific revenue sources that are restricted or committed to expenditure for specified purposes other than debt service or capital projects.
Capital Project Funds Accounts for resources that are restricted, committed or assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other capital assets.
Debt Service Funds Accounts for resources that are restricted, committed or assigned to expenditure for principal and interest payments.
47 Funds (continued)
Proprietary Funds Proprietary funds reporting focuses on changes in net position, financial position and cash flows. Proprietary funds are categorizes as:
Enterprise Account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges.
Internal Service Account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, generally on a cost reimbursement basis. The City’s internal service funds account for municipal garage operations, capital replacement, printshop services, information technology services, risk management, facility operations, workers’ compensation and healthcare.
Fiduciary Funds Fiduciary funds reporting focuses on reporting assets the City holds in trust for individuals, private organization other governments or other funds.
48 City of Toledo - Funds Governmental Proprietary Fiduciary
General Fund Special Revenue Capital Projects Debt Service Enterprise Internal Service General Agency
Federal Block Parkland Capital Workers' GO Debt Service Water Municipal Court Grants Replacement Improvement Compensation
Street Cemeteries Franklin Jeep Municipal Construction Property Park/Westfield Utility Information Public Maintenance and Acquisition Site Municipal Public Administration Technology Improvement TIF Repair Development Improvement TIF
Special Marina Special Assesment Storeroom & Operation Grant Assessment Debt Sewer Development Improvement PrintShop Service
Cemetery Road Expendable Trusts Storm Sewer Municipal Garage Maintenance Improvements
Capital Golf Improvements Toledo City Parks Marina Operating Replacement
Special Toledo Home Municipal Tow Lot Facility Operations Assessment Program
Toledo Public CARES Act Right-of-Way Risk Management Power
Downtown Toledo Property Healthcare Parking Management
Small Business Assistance
49 2021 Budget Development Calendar
Q1 January 1, 2020 - March 31, 2020 Departments Submit CIP Carryforwards Budget Calendar Developed and Reviewed Departments Review Key Performance Indicators Departments Provide Anticipated Major Change Worksheets and Corresponding Documentation
Q2 April 1, 2020 - June 30, 2020 Departments Report Proposed Personnel Changes Departments and Finance Propose Mid-Year Budget Adjustments
Q3 July 1, 2020 - September 30, 2020 Finance Department Issues Budget Directives to Departments City Council Approved Mid-Year Budget Adjustments Departments Submit 2021 Budget Proposals Budget Office Reviews Budget Proposals Finance Department Prepares 2020 Projections and Fiscal Plan
Q4 October 1, 2020 - December 31, 2020 Update 2021 Budget Proposals Based on Meetings with Administration Proposed 2021 CIP Projects are Submitted and Reviewed Preliminary Budget Reported to Budget Task Force and City Council Proposed 2021 Budget Submitted by November 15, 2020 Committee of the Whole Meetings on the Proposed Budget
Q1 January 1, 2021 - March 31, 2021 Target Date for Passage of Operating and Capital Budgets January 19, 2021 Statutory Deadline for Passage March 31, 2021
50 Budget Summary
51 Summary of Positions, Revenues and Expenditures – All Funds
52 Full-Time Equivalent Positions by Fund
Fund 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Change General 1,758.44 1,808.28 1,722.39 1,746.28 23.89 Street Construction, Maintenance & Repair 115.02 142.28 140.24 147.21 6.97 Federal Grants 46.09 44.18 43.71 42.11(1.60) Operation Grants 21.34 18.44 18.44 19.20 0.76 Toledo Home Program 1.75 1.76 1.76 2.070.31 Expendable Trusts 7.30 7.30 7.30 0.25(7.05) Special Assessment 162.69 165.73 163.83 169.47 5.64 Capital Improvement 31.65 33.85 33.85 36.18 2.34 Special Assessment Improvement 1.50 1.65 1.65 - (1.65) Water 216.39 228.19 227.99 225.33 (2.66) Sewer 241.52 224.59 224.59 224.52 (0.08) Storm Water 72.42 68.65 68.65 68.97 0.32 Utility Administration 135.60 139.50 139.50 137.00 (2.50) Workers Compensation 5.25 5.25 4.83 4.25(0.58) Information & Communication Technology 16.75 23.08 19.50 20.50 1.00 Storeroom & Printshop 0.60 0.60 0.18 - (0.18) Municipal Garage 65.40 66.40 60.82 65.20 4.38 Facility Operations 22.60 22.60 19.68 22.60 2.92 Risk Management 6.00 5.85 8.65 8.15(0.50) Healthcare Internal Service - - - 1.001.00 Total 2,928.31 3,008.18 2,907.56 2,940.30 32.74
53 Full-Time Equivalent Positions by Department
Department 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Change City Council and Auditor 23.10 23.00 23.00 26.50 3.50 Office of the Mayor 11.25 12.25 10.25 10.25 0.00 Toledo-Lucas County Plan Commission 11.00 14.00 11.00 12.67 1.67 Human Relations Commission 1.00 1.00 1.00 2.001.00 Diversity & Inclusion 5.75 7.00 5.17 9.003.83 Municipal Court 177.78 183.70 177.71 184.60 6.88 Law Department 33.00 34.00 31.00 31.26 0.26 Finance Department 64.84 69.10 62.51 61.51 (1.00) Human Resources 17.00 20.00 17.58 19.00 1.42 Information & Communications Technology17.75 41.59 34.50 33.77 (0.73) Department of Neighborhoods 62.00 63.50 60.66 59.00 (1.66) Department of Economic Development 30.75 31.00 26.08 25.75 (0.33) Department of Public Service 414.89 439.74 424.32 434.07 9.75 Department of Public Utilities 690.65 695.33 693.20 689.00 (4.20) Safety Administration 0.25 0.25 0.25 0.25 - Police Department 708.35 718.76 683.42 679.46 (3.96) Fire & Rescue Department 658.94 653.98 645.91 662.19 16.28 Total 2,928.31 3,008.18 2,907.56 2,940.30 32.74
54 ALL FUNDS REVENUE AND OTHER SOURCES SUMMARY
Summary of Revenues & Other Sources by Fund
Fund 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed General 256,536,931 259,519,202 267,041,287 281,195,656 268,964,888 283,118,577
Special Revenue Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Right of Way 234,350 228,900 225,400 225,000 225,000 225,000 Golf Improvements 250,000 220,000 1,183,326 1,993,016 1,993,016 1,685,260 Parkland Replacement 6,160 16,761 7,909 6,000 6,000 7,909 Marina Development 26,250 26,250 26,250 26,250 26,250 26,250 Cemetery Property Acquisition/Site Development 15,983 18,771 17,729 20,000 20,000 - Cemetery Maintenance 37,694 70,091 65,564 48,160 48,160 - Street Construction, Maintenance & Repair 13,929,961 13,177,540 15,678,843 19,267,338 19,295,173 19,208,407 Federal Grants 6,561,868 7,113,563 6,252,761 8,882,075 25,055,856 12,268,781 Operation Grants 5,232,212 5,086,214 4,823,428 3,632,595 19,678,092 6,669,457 CARES Act Fund - - - - 24,796,609 - Toledo Home Program 1,970,598 2,268,713 2,096,717 2,063,320 7,850,301 3,269,142 Expendable Trusts 6,864,727 6,502,454 5,767,917 2,348,178 20,659,682 15,629 Special Assessment 48,849,660 47,699,784 49,106,294 55,236,335 55,236,335 56,013,246
Debt Service Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed General Obligation Debt Service 15,788,078 15,872,059 20,850,985 15,988,400 15,988,400 16,604,319 Jeep Municipal Public Improvement TIF 3,035,859 3,096,398 7,227,468 3,000,000 3,000,000 3,000,000 Special Assessment Debt Service 21,611 21,016 1,857 2,500 2,500 -
Capital Project Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Capital Improvement 61,924,706 58,034,477 81,136,380 53,272,160 128,538,461 56,860,420 Road Improvements - - - - - 18,944,214 Franklin Park/Westfield Municipal Public Improvement TIF 2,152,368 2,236,036 2,225,829 2,302,000 5,070,341 35,000 Special Assessment Improvement 1,440,700 1,581,253 1,841,850 2,295,100 3,701,392 3,244,127
Enterprise Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Water 261,578,976 266,388,813 459,779,521 118,878,139 366,813,452 119,618,925 Sewer 410,097,541 488,199,403 841,039,786 134,285,375 224,312,011 135,157,977 Storm Water 48,981,363 53,296,555 96,306,631 10,831,290 15,976,875 11,902,221 Utility Administration 17,628,693 17,881,121 18,197,463 16,560,882 16,560,882 19,857,100 Municipal Tow Lot 2,246,786 2,333,522 2,651,845 2,690,000 2,690,000 2,837,772 Toledo Public Power 1,052,693 821,745 638,722 856,800 856,800 851,500 Property Management 5,325,193 1,564,040 1,278,266 1,333,000 1,333,000 1,150,371 Small Business Development - - (126,375) - - -
Internal Service Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Workers Compensation 5,426,452 5,871,120 5,542,590 7,409,056 7,378,159 6,989,136 Information & Communication Technology 4,842,950 4,591,256 5,691,622 7,481,401 7,481,401 7,149,309 Storeroom & Printshop 475,491 672,759 286,921 505,002 505,002 427,827 Municipal Garage 9,877,089 10,566,920 10,658,310 10,863,777 10,327,535 11,641,812 Capital Replacement 1,430,963 1,466,523 1,224,199 1,050,000 1,050,000 364,875 Facility Operations 6,553,465 7,432,136 3,926,150 3,522,777 3,522,777 3,467,909 Risk Management 2,201,872 758,985 1,555,265 2,178,172 2,889,671 3,104,163 Downtown Toledo Parking Revenue - - 165,000 - - 165,000 Healthcare Internal Service - - 479,571 42,450,000 42,450,000 42,623,589
Total 1,202,599,242 1,284,634,381 1,914,873,281 812,699,754 1,304,304,022 848,505,224
55 ALL FUNDS EXPENDITURES AND OTHER USES SUMMARY
Summary of Expenditures & Other Uses by Fund
Fund 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed General 250,141,913 241,664,161 261,206,391 281,195,656 268,964,888 283,118,577
Special Revenue Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Right of Way 225,000 225,000 225,000 225,000 225,000 225,000 Golf Improvements 350,893 57,288 1,400,882 1,993,016 1,993,016 1,685,260 Marina Development 10,831 15,622 15,867 9,097 9,097 19,220 Cemetery Maintenance 7,731 5,914 21,564 46,650 46,650 - Street Construction, Maintenance & Repair 12,980,917 13,703,247 15,681,864 17,667,338 19,295,173 19,208,407 Federal Grants 7,088,551 6,598,310 6,282,286 8,882,075 23,152,343 12,268,781 Operation Grants 4,653,973 4,297,067 5,921,087 3,632,595 19,678,092 6,669,457 CARES Act Fund - - - - 24,796,609 - Toledo Home Program 1,709,430 2,404,049 1,388,954 2,063,320 7,850,301 3,269,142 Expendable Trusts 4,665,225 4,832,953 5,772,373 2,348,178 20,659,682 15,629 Special Assessment 46,305,426 47,633,211 50,433,218 55,236,335 55,236,335 56,013,246
Debt Service Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed General Obligation Debt Service 15,788,078 15,779,643 20,601,926 15,988,400 15,988,400 16,604,319 Jeep Municipal Public Improvement TIF 3,598,351 3,492,439 4,862,322 719,000 719,000 643,250 Special Assessment Debt Service 17,250 16,500 15,750 - - -
Capital Project Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Capital Improvement 56,587,444 66,299,810 79,325,816 53,272,160 128,538,460 56,860,420 Road Improvements - - - - - 18,944,214 Franklin Park/Westfield Municipal Public Improvement TIF 1,637,751 745,610 2,025,077 - 5,070,341 - Special Assessment Improvement 1,473,713 1,756,412 2,001,541 2,295,084 3,701,392 3,239,520
Enterprise Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Water 285,980,573 315,050,046 476,047,953 114,146,968 366,813,452 117,325,908 Sewer 412,352,869 469,682,011 828,816,256 132,795,506 224,312,011 133,722,351 Storm Water 45,713,236 51,599,089 96,597,611 10,479,334 15,976,876 11,902,221 Utility Administration 16,895,702 11,191,538 17,997,357 16,560,882 16,560,882 17,015,759 Municipal Tow Lot 2,179,458 2,421,175 2,671,127 2,690,000 2,690,000 2,837,772 Toledo Public Power 710,058 785,991 700,872 682,840 682,840 717,490 Property Management 1,328,957 1,276,855 1,603,708 1,333,000 1,333,000 1,150,371 Small Business Development 5,461 4,515 3,613 - - -
Internal Service Funds 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Workers Compensation 6,965,434 5,868,336 6,022,203 7,409,056 7,378,159 6,989,136 Information & Communication Technology 4,877,606 4,436,784 4,418,768 7,481,401 6,839,918 7,149,309 Storeroom & Printshop 431,571 365,954 249,944 504,151 491,339 427,827 Municipal Garage 9,454,615 10,389,888 10,894,863 10,863,777 10,327,535 11,641,812 Capital Replacement 1,579,493 1,939,358 1,267,528 1,050,000 1,050,000 349,000 Facility Operations 6,122,558 6,286,872 3,149,482 3,522,777 3,279,925 3,467,909 Risk Management 1,057,349 1,922,861 1,623,033 2,178,172 2,889,671 3,104,163 Healthcare Internal Service - - - 42,450,000 42,450,000 42,623,589
Total 1,202,897,416 1,292,748,510 1,909,246,236 799,721,768 1,299,000,389 839,209,058
56 Revenues, Expenditures and Positions - General Fund
57 General Fund Revenues and Other Sources
Income Taxes Revenue from income taxes accounts for the largest share of General Fund resources. The City’s income tax rate is 2.5%, of which 1.5% is permanent and 1.0% is temporary and must be renewed by voters every four years. This income tax is a flat tax of 2.5% applied on all wages earned within the City and on all wages earned by residents of Toledo outside the City.
Of the temporary tax, ¾% has been renewed by voters consistently since the initial authorization in 1982.
An additional ¼% was recently approved by voters for road improvements. The tax revenues collected as a result of the new ¼% tax will be deposited directly into the new Road Improvements Fund. The allocation of the 2.5% income tax is below.
Municipal Income Tax Allocation Capital Tax Rate General Police/Fire Improvements Roads 1.00%Permanent1.00% 0.50%Permanent0.25% 0.25% 1.00%Temporary0.25%0.25%0.25%0.25%
2.50%Total 1.50%0.25%0.50%0.25%
There are three categories of income tax receipts: withholding, business and individual. Withholding taxes are all tax receipts withheld by employers and reported on W-2s. Business taxes are taxes paid on business net profits. Finally, individual taxes are taxes required to be remitted by individuals who do not have tax withheld on a W-2 but who work or live in the City of Toledo. The 2021 proposed budget estimate projects total income tax collections totaling $195,400,000. The 2020 amended budget estimates $170,676,000 in income tax collections and total collections for 2020 are projected to exceed amended budget estimates by approximately $4,800,000.
Of the total income tax revenue estimated for 2021, $178,400,000 is estimated for the General Fund, while $17,000,000 is estimated for the Road Improvement Fund. Beginning in 2022 and beyond, the new income tax is expected to generate in excess of $19,000,000 annually.
58 Income Tax Collection – Historical and Budgeted*
Year Income Tax Revenue Income Tax Change 2010 144,580,673 N/A 2011 153,580,760 6.22% 2012 158,522,842 3.22% 2013 158,736,415 0.13% 2014 164,786,618 3.81% 2015 169,045,337 2.58% 2016 175,679,318 3.92% 2017 176,361,756 0.39% 2018 183,618,152 4.11% 2019 189,433,834 3.17% 2020 Amended 170,675,920 -9.90% 2021 Proposed 195,400,000 14.49%
*2021 Proposed includes both the General and Road Improvement Fund projected revenues
59 General Fund Revenue and Other Sources (continued)
Property Taxes The General Fund also receives revenue from property taxes. The 2021 budget estimates $12,757,500 in property tax receipts. Compared to the 2021 adopted budget, property tax revenues are estimated to increase by $245,000 or 1.95%.
Licenses and Permits The 2021 budget estimates license and permit revenue totaling $2,991,800, a decrease of $79,400 or 2.59% compared to the prior year budget.
Intergovernmental Services Intergovernmental services revenue includes local government funding received from the state, estate taxes, casino revenues, beer, liquor and cigarette taxes, joint economic development (JEDZ and CEDA) income and property tax payments associated with homestead and rollback. Declines in local government funds over the previous 10 years have resulted in the need for the City to rely on voter authorized transfers from the Capital Improvement Fund to support operating expenditures. Total estimated intergovernmental services revenue for 2021 is $16,814,500 which is $705,820 or 4.38% more than anticipated in the 2020 amended budget.
The 2021 estimate for state revenue sharing is $7,272,000. This includes $7,110,000 from the undivided local government distribution and $162,000 from the direct municipal local government distribution.
60 General Fund Revenue and Other Sources (continued)
Intergovernmental Services (continued) Casino revenues represent the second largest portion of intergovernmental services revenue. The 2021 budget estimates $5,310,000 in casino revenues. Compared to the amended 2020 budget, casino revenues are expected to increase by $972,000 or 22.41%.
Intergovernmental revenue also includes JEDZ and CEDA income and beer, liquor and cigarette taxes. The 2021 proposed budget projects an increase in JEDZ and CEDA income, from $1,768,180 to $1,818,000. Beer, liquor and cigarette tax revenue is expected to decrease from $437,000 in the 2020 amended budget to $425,000.
Estimated homestead and rollback property taxes are expected to increase in 2021 to $1,822,500 compared to $1,787,500 in the 2020 amended budget.
Charges for Services Funds received from charges for services account for the second largest category of General Fund revenues. The 2021 budget estimates $27,806,354 in this category. This includes revenue from cable fees, ambulance and emergency medical service billing, overhead cost allocations, cemetery and landfill disposal fees, refuse collection fees and other miscellaneous fees. Compared to the 2020 amended budget, projected revenue from charges for services has increased by $353,654 or 1.29%.
Revenue from refuse and recycling collections represents the largest portion of charges for services revenue at $11,960,000. Monthly collection fees were increased in 2016. The proposed 2021 budget does not include any increase in this fee.
Ambulance billing and emergency medical service revenue is projected at $6,322,250 for 2021. These revenues account for the second largest portion of charges for services revenues.
Cable franchise fees are flat compared to the amended 2020 budget at an estimated 2,075,000.
Fines and Forfeitures Fines and forfeitures revenue includes red light and hand-held speed camera revenue, court costs and fines. Total 2021 estimated revenue is $7,545,000. Revenue received from red light and speed violations is estimated at $5,400,000 for 2021. Of this total, $1,620,000 is anticipated from stationary cameras and $3,780,000 is anticipated from hand-held speed cameras. Revenue from court costs and other fees and fines is projected at $2,145,000.
61 General Fund Revenue and Other Sources (continued)
Investment Earnings and Other Revenue Investment earnings reflects interest revenue recorded in the General Fund. The 2021 budget estimates $468,000 in interest earnings, a decrease of $141,450 or 23% over the 2020 amended budget.
Other revenue is budgeted at $835,000 in 2021. This category includes revenues for the Police Department to offset a portion of the cost of school resource officer salaries, and miscellaneous revenues received by several departments.
Operating Transfers The 2021 proposed budget for operating transfers revenue totals $12,601,511. This includes transfers from the Capital Improvement Fund and the Tow Lot Fund. The 2021 proposed budget estimates transferring $ 11,000,000 from the Capital Improvement Fund and $1,601,511 from the Tow Lot Fund.
Projected Use of Fund Balance The proposed 2021 General Fund budget is balanced through the use of $22,898,912 of projected unassigned fund balance.
62 General Fund Revenue and Other Sources
2020 2020 2021 Revenue Category 2017 Actual 2018 Actual 2019 Actual Approved Amended Proposed Income Taxes 176,361,756 183,618,152 189,433,834 190,657,120 170,675,920 178,400,000 Property Taxes 12,024,576 12,222,829 12,641,588 12,512,500 12,512,500 12,757,500 Licenses and Permits 2,943,041 3,213,319 2,962,948 3,071,200 3,071,200 2,991,800 Intergovernmental Services 18,878,111 17,808,236 18,590,485 18,509,500 16,108,680 16,814,500 Charges for Services 29,298,616 28,480,977 28,848,117 28,528,700 27,452,700 27,806,354 Investment Earnings 461,726 1,469,245 2,189,796 1,218,900 609,450 468,000 Fines and Forfeitures 9,844,539 10,149,833 9,317,261 10,185,000 8,820,210 7,545,000 Other Revenue 1,305,986 1,268,477 1,587,567 675,200 699,200 835,000 Operating Transfers 5,418,580 1,288,134 1,469,693 9,409,022 9,859,022 12,601,511 Use of Fund Balance - - - 6,428,514 19,156,006 22,898,912 Total 256,536,931 259,519,202 267,041,287 281,195,656 268,964,888 283,118,577
2021 Proposed General Fund Revenues & Other Sources Other Revenue Operating Transfers 0.29% 4.45% Fines and Forfeitures 2.66% Use of Fund Investment Earnings Balance 0.17% 8.09%
Charges for Services 9.82%
Intergovernmental Services 5.94% Income Taxes 63.01%
Licenses and Permits 1.06%
Property Taxes 4.51%
63 General Fund Expenditures and Other Uses
Labor The 2021 proposed budget for labor totals $121,079,924. This includes base and part-time wages, estimated severance, compensated absences, salary savings and other labor reimbursements. Compared to 2020 amended budget levels, estimated costs for 2020 have increased by 1.24% or $1,477,396.
Base and part-time salaries and wages total $121,902,376 in the proposed 2021 budget, an increase of 1.31% over 2020 amended budget levels.
Severance expenditures in 2021 are estimated at $1,880,989. Estimated severance expenditures are projected by each department based on the number of retirements anticipated during the year and the associated accrued sick time eligible to be paid out at retirement. Compared to the 2020 amended budget, total expenditures are estimated to decrease by $63,602.62 or 3.27%.
The proposed budget for compensated absences budget is $100,000.
The total proposed budget for salary savings and other personnel reimbursements for 2021 is $3,010,444. This includes salary, wage and fringe benefit savings of $1,750,000 to achieve by delaying the filling of vacant civilian positions for City departments. This also includes reimbursements for Finance - ERP and Engage Toledo, as well as projected grant reimbursements for the Police and Fire & Rescue Departments.
Overtime The proposed budget anticipated $7,791,543 for overtime expenditures in 2021. Of this total, the Police Department proposed overtime is $3,127,190 and the Fire and Rescue Department proposed overtime is $4,310,914. Overtime for all other departments totals $353,439 in the proposed 2021 budget. Compared to the amended 2020 budget, total overtime has increased by $1,602,460 or 25.89%.
Pension The City participates in the Ohio Public Employees Retirement System (OPERS) and the Ohio Police & Fire Pension Fund (OP&F). Required employer contributions for these plans are 14% of eligible wages for employees other than police officers and firefighters and 19.5% of eligible wages for police officers and 24% of eligible wages for firefighters. The proposed budget for pension is $25,217,799 for 2021. Pension expenditures are impacted by changes in base wage and overtime expenditures. With increased wages and additional full time equivalents budgeted for 2021, associated pension expenditures are also anticipated to increase. In total, pension estimates have increased by $711,816.71 or 2.91% over 2020 amended budget levels.
Employment Taxes & Medical Employment tax and medical expenditures include workers’ compensation, Medicare costs, unemployment compensation and medical insurance expenditure estimates. The 2021 budget estimates $25,184,835 in total for these expenditures, which is a decrease of $504,917 or 1.97% compared to 2020 amended budget.
64 General Fund Expenditures and Other Uses (continued)
Other Personnel Expenses Total proposed budget for other personnel expenses is $1,255,242 in 2021. Other personnel expenses includes contractual stipends for Police and Fire & Rescue, tool and auto allowances and other contractual obligations. Compared to 2020 amended budgeted levels, expenditures have increased by $44,136 or 3.64%.
Supplies The proposed budget for supply expenditures for 2021 totals $3,790,622, which is $928,417 or 32.44% higher than the 2020 amended budget. This increase in the 2021 proposed budget is driven by the projected purchase of clothing, linen and equipment for the Fire & Rescue Department as the department will be onboarding and outfitting 50 new firefighters in 2021.
Services The proposed budget for service expenditures for 2021 totals $56,954,449, which is $6,787,646 or 13.53% higher than the 2020 amended budget. The year-over-year budget increase is driven by projected increases several items including:
- projected increase in recycling expenditures - funding for enterprise-wide training & development - lead program contractual service costs for the Health Department - funding to support the City’s participation in the Choice Neighborhoods Planning Grant through cooperative agreement with the Lucas Metropolitan Housing Authority - changes in the budgeting for revenues and expenditures for the traffic citation program, which in 2021 will be processed through the Clerk of Municipal Court
Debt, Transfers and Other General Fund debt expenditures are budgeted at $151,000 in the proposed 2021 budget. This budget covers debt payments related to the Dura landfill.
The Debt, Transfers and Other category also includes $500,000 in funding for lead program contracts administered through the Department of Neighborhoods.
Proposed budgeted operating transfers to other funds totals $40,959,704 for 2021. The largest transfer out of the General Fund results from the portion of the income tax transferred to the Capital Improvement Fund. This transfer is budgeted at $39,015,490 for 2021. The proposed budget includes an additional $1,944,214 transfer out to the Road Improvement to support residential road improvements during the first year of collections for the new ¼% income tax, which in 2022 and beyond is expected to generate in excess of $19,000,000 annually. Additionally, $175,260 is budgeted for transfer to the Golf Improvement Fund to support municipal golf operations in 2021.
65 Total Expenditures – General Fund
2020 2020 2021 Expenditure Category 2017 Actual 2018 Actual 2019 Actual Approved Amended Proposed Labor 108,701,409 108,011,800 116,167,815 124,440,339 119,602,530 121,079,924 Overtime 6,258,670 7,091,466 7,265,666 6,189,084 6,189,084 7,791,543 Pension 21,865,004 22,598,510 23,607,445 25,278,174 24,505,982 25,150,999 Employment Taxes & Medical 22,808,207 21,778,391 24,244,390 26,377,960 25,689,752 25,184,835 Other Personnel 1,102,583 1,072,764 1,089,314 1,293,324 1,211,106 1,255,242 Supplies 3,533,184 3,308,760 3,260,349 3,292,082 2,862,205 3,790,622 Services 39,249,508 36,774,379 44,669,028 51,033,137 50,166,803 56,954,449 Capital ------Debt, Transfers & Other 46,623,349 41,028,090 40,902,385 43,291,556 38,737,427 41,910,964 Total 250,141,913 241,664,161 261,206,391 281,195,656 268,964,888 283,118,577
2021 Proposed Budget Expenditures & Other Uses
Capital 0.00% Debt, Transfers & Other 14.80% Labor 42.77% Services 20.12%
Employment Taxes & Medical 8.90% Pension 8.88% Supplies 1.34% Other Personnel 0.44% Overtime 2.75%
66 Total Expenditures – General Fund – By Department
2020 2020 2021 Department 2017 Actual 2018 Actual 2019 Actual Approved Amended Proposed City Council and Auditor 1,496,505 1,087,312 1,692,491 2,140,437 1,766,942 1,930,397 Office of the Mayor 762,425 1,101,343 1,221,936 1,385,404 1,208,603 1,622,392 Toledo-Lucas County Plan Commission 428,972 474,549 586,865 963,942 708,793 912,658 Board of Community Relations 100,550 24,978 - - - - Human Relations Commission - 1,437 132,110 154,639 135,911 235,201 Youth Commission 94,695 98 - - - - Diversity & Inclusion 374,659 370,022 503,962 733,042 860,474 1,023,078 Municipal Court 13,989,532 14,700,094 14,848,818 16,760,527 15,761,584 18,735,655 Law Department 2,561,640 2,168,113 2,336,546 2,658,725 2,067,176 2,262,150 Finance Department 9,253,543 5,811,281 6,223,149 7,706,593 7,079,182 6,796,453 Human Resources 1,165,562 1,110,321 1,068,934 1,834,109 1,530,627 2,110,840 Information & Communications Technology - - - 596,214 489,469 285,317 Department of Neighborhoods 1,423,595 1,635,284 1,936,251 1,999,809 1,804,063 3,198,511 Department of Economic Development 3,280,252 3,260,452 3,882,147 4,648,538 4,161,029 4,485,614 Department of Public Service 8,616,676 9,300,961 10,924,110 12,967,905 11,879,627 13,314,656 Department of Public Utilities 368,878 383,040 566,609 678,751 512,144 616,015 Safety Administration 2,439,164 (1,849,269) 2,220,557 2,533,207 2,403,207 2,453,703 Police Department 77,931,875 75,715,109 81,256,016 86,918,214 84,434,010 84,030,006 Fire & Rescue Department 68,605,856 70,610,154 75,444,136 76,410,296 75,499,860 79,376,868 Non-Departmental 57,247,534 55,758,881 56,361,758 60,105,304 56,662,186 59,729,062 Total 250,141,913 241,664,161 261,206,391 281,195,656 268,964,888 283,118,577
2021 Proposed Expenditures & Other Uses
Operating Transfers 14.47%
All Other Departments 20.33%
Public Safety 65.20%
67 General Fund Full-Time Equivalent Positions
Department 2019 Budget2020 Approved2020 Amended2021 Proposed City Council and Auditor 23.10 23.00 23.00 26.50 Office of the Mayor 9.95 10.95 9.15 9.15 Toledo-Lucas County Plan Commission 5.75 9.25 6.25 7.92 Human Relations Commission 1.00 1.00 1.00 2.00 Diversity & Inclusion 5.00 6.25 4.42 7.00 Municipal Court 174.18 180.40 174.41 181.30 Law Department 24.15 25.30 19.50 20.26 Finance Department 59.85 64.60 58.43 57.86 Human Resources 10.85 13.85 11.85 12.85 Information & Communications Technology - 18.50 15.00 13.27 Department of Neighborhoods 11.47 15.37 13.00 13.12 Department of Economic Development 29.75 30.00 25.08 24.75 Department of Public Service 31.66 34.45 30.63 26.11 Department of Public Utilities 7.20 5.39 3.26 4.28 Safety Administration 0.25 0.25 0.25 0.25 Police Department 705.35 715.76 681.26 677.46 Fire & Rescue Department 658.94 653.98 645.91 662.19 Total 1,758.44 1,808.28 1,722.39 1,746.28
68 General Fund Full-Time Equivalent Positions – Public Safety Summary Department 2019 Budget2020 Approved2020 Amended2021 Proposed Public Safety* 1,538.73 1,550.39 1,501.84 1,521.20 All Other Departments 219.72 257.90 220.56 225.08 Total 1,758.44 1,808.28 1,722.39 1,746.28
*Public Safety includes Municipal Court, Safety Administration, Police and Fire & Rescue
General Fund 2021 Proposed FTEs
All Other Departments 12.89%
Public Safety 87.11%
69 General Fund Fiscal Plan and Projection
City of Toledo - General Fund Projection
Revenues & Other Sources2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Income Taxes 175,500,000 178,400,000 181,373,786 185,271,262 189,246,687 194,924,088 200,771,810 206,794,964 212,998,813 219,388,778 Other Revenues 66,021,500 69,218,154 70,602,517 72,385,567 73,833,279 75,309,944 76,816,143 78,352,466 79,919,515 81,517,906 Operating Transfer 26,832,458 12,601,511 18,133,541 18,166,212 18,199,536 18,233,527 18,268,198 18,303,562 18,339,633 18,376,425 Total Revenues 268,353,958 260,219,665 270,109,844 275,823,041 281,279,502 288,467,559 295,856,151 303,450,992 311,257,962 319,283,109
Expenditures & Other Uses2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Wages 109,770,851 130,126,709 131,337,508 132,560,415 133,795,552 135,043,039 136,303,002 137,575,564 138,860,852 140,158,992 Fringes 42,524,966 50,335,833 53,839,192 54,377,584 54,921,359 55,470,573 56,025,279 56,585,531 57,151,387 57,722,901 Supplies & Services 52,634,007 61,370,071 58,570,071 58,570,071 58,570,071 58,570,071 58,570,071 58,570,071 58,570,071 58,570,071 Debt 721,000 151,000 ------Operating Transfers 38,872,333 41,134,964 39,851,657 40,717,763 41,601,190 42,862,835 44,162,329 45,500,808 46,879,441 48,299,433 Total Expenditures 244,523,157 283,118,577 283,598,427 286,225,832 288,888,172 291,946,518 295,060,680 298,231,974 301,461,750 304,751,396
Projected Fund Balance*2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Projected Starting Fund Balance 46,622,000 70,452,801 47,553,889 34,065,306 23,662,516 16,053,846 12,574,887 13,370,358 18,589,376 28,385,588 Change in Fund Balance 23,830,801 (22,898,912) (13,488,583) (10,402,791) (7,608,670) (3,478,959) 795,471 5,219,018 9,796,212 14,531,712 Projected Ending Fund Balance70,452,801 47,553,889 34,065,306 23,662,516 16,053,846 12,574,887 13,370,358 18,589,376 28,385,588 42,917,300
*Total General Fund Balance excluding Non-Spendable & Restricted Portions **The 2020 projected revenues and exependitures reflect the estimated impact of CARES Act funds and State of Ohio workers' compensation rebates. Please see Appendix A for additional information on the Fiscal Plan & Projection. 70 Capital Improvement Fund Fiscal Plan and Projection Capital Improvement Fiscal Plan and Projection
Projected Sources 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Income Taxes Allocated for CIP and Road Improvements* 38,333,333 55,745,787 58,840,908 60,125,698 61,436,184 63,306,227 65,232,372 67,216,300 69,259,747 71,364,497 Other Revenues and Transfers 1,281,878 5,858,655 3,908,686 3,841,161 3,844,111 3,378,638 1,748,513 379,800 380,250 379,950 New Debt Issuance - Leopardo Project** - 39,000,000 ------New Debt Issuance & Other Obligations - Capital Projects 16,778,257 11,300,000 10,460,000 6,365,000 9,457,000 11,645,000 11,750,000 10,450,000 9,000,000 9,000,000 Total Sources 56,393,468 111,904,442 73,209,594 70,331,859 74,737,295 78,329,864 78,730,884 78,046,100 78,639,997 80,744,447
Projected Uses 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Existing Debt Service 19,330,156 20,924,230 20,536,572 20,201,586 16,521,540 15,993,902 13,733,983 13,007,645 12,644,267 8,619,682 Projected New Debt Service - - 998,003 2,051,318 6,202,832 7,339,954 8,740,165 9,792,277 10,844,389 11,926,561 Project Support 5,127,435 5,305,447 5,305,447 5,305,447 5,305,447 5,305,447 5,305,447 5,305,447 5,305,447 5,305,447 Major Road & Bridge Projects - City Match 11,521,455 8,300,000 6,760,000 4,865,000 7,957,000 10,145,000 7,500,000 7,500,000 7,500,000 7,500,000 Residential Roads - New Funding* - 19,230,001 19,464,511 19,583,195 20,010,253 20,618,652 21,245,303 21,890,753 22,555,566 23,240,325 New Leopardo Capital Projects** - 39,000,000 ------Buildings, Improvements & Equipment 37,789,907 11,091,000 5,700,000 3,000,000 3,000,000 3,000,000 5,500,000 4,200,000 3,000,000 3,000,000 1% for the Arts Contribution 339,143 333,057 325,105 284,958 320,027 343,774 350,114 333,554 325,958 369,579 Transfer to General Fund 8,462,106 11,000,000 16,500,000 16,500,000 16,500,000 16,500,000 16,500,000 16,500,000 16,500,000 16,500,000 Total Uses 82,570,202 115,183,735 75,589,638 71,791,503 75,817,098 79,246,728 78,875,012 78,529,676 78,675,627 76,461,593
Projected Fund Balance 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Projected Starting Fund Balance 38,296,633 12,119,899 8,840,606 6,460,562 5,000,917 3,921,114 3,004,250 2,860,122 2,376,547 2,340,917 Change in Fund Balance (26,176,734) (3,279,293) (2,380,044) (1,459,645) (1,079,803) (916,864) (144,128) (483,575) (35,630) 4,282,854 Projected Ending Fund Balance 12,119,899 8,840,606 6,460,562 5,000,917 3,921,114 3,004,250 2,860,122 2,376,547 2,340,917 6,623,771
For presentation purposes: *The new 1/4% income tax revenue and roadway projects are included in the fiscal plan and projection. Budgeted and actual revenues and expenditures will be recorded in the new Road Improvements Fund. **The proposed Leopardo project funding and project appropriation are reflected. Separate legislation will be presented to authorize same. 71 Street Construction, Maintenance & Repair Fund Fiscal Plan and Projection City of Toledo -Street Construction, Maintenance & Repair (SCMR) Fund
Revenues & Other Sources2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Intergovernmental Revenues 16,196,000 17,088,000 17,429,760 17,778,355 18,133,922 18,496,601 18,866,533 19,243,863 19,628,741 20,021,316 Other Revenues 163,335 179,500 183,090 186,752 190,487 194,297 198,183 202,146 206,189 210,313 Operating Transfer 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 Total Revenues 16,584,335 17,492,500 17,837,850 18,190,107 18,549,409 18,915,897 19,289,715 19,671,010 20,059,930 20,456,628
Expenditures & Other Uses2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Wages 5,564,322 6,683,739 6,714,698 6,745,812 6,777,081 6,808,507 6,840,090 6,871,831 6,903,730 6,935,789 Fringes 2,748,097 3,205,889 3,221,918 3,238,028 3,254,218 3,270,489 3,286,842 3,303,276 3,319,792 3,336,391 Supplies & Services 7,208,324 8,030,819 8,070,973 8,111,328 8,151,885 8,192,644 8,233,608 8,274,776 8,316,149 8,357,730 Capital 413,229 490,000 ------Operating Transfers 862,202 797,960 797,960 797,960 797,960 797,960 334,837 334,837 334,837 334,837 Total Expenditures 16,796,173 19,208,407 18,805,550 18,893,128 18,981,144 19,069,601 18,695,376 18,784,719 18,874,509 18,964,748
Projected Fund Balance 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected Projected Starting Fund Balance* 4,702,000 4,490,162 2,774,255 1,806,555 1,103,533 671,798 518,095 1,112,434 1,998,724 3,184,145 Change in Fund Balance (211,838) (1,715,907) (967,700) (703,021) (431,735) (153,703) 594,339 886,290 1,185,421 1,491,881 Projected Ending Fund Balance 4,490,162 2,774,255 1,806,555 1,103,533 671,798 518,095 1,112,434 1,998,724 3,184,145 4,676,025
*2020 Projected Starting Fund Balance Excludes Non-Spendable Portion of SCMR Balance 72 Departmental Overviews
73 Toledo City Council
Toledo City Council is the legislative branch of City Government and operates in accordance with the provisions of the Charter of the City of Toledo, first adopted by the voters in 1914 and amended by the voters from time to time. City Council has nine standing committees that meet at the call of the Chair of the Committee. The standing committees are: Budget Oversight, Education, Recreation & Employment, Finance & Debt Oversight, Neighborhoods, Community Development & Health, Public Safety & Criminal Justice Reform, Regional Growth, Development & Small Business Enterprise, Streets, Public Services & Utilities, Water Quality & Sustainability, and Zoning & Planning.
Legislative authority in the City is vested in a twelve-member Council. Six members of the Council are elected at- large and six from districts; all for four-year terms. The Council is authorized to enact ordinances and resolutions relating to City services, tax levies, appropriating and borrowing money, licensing and regulating businesses and trades and other municipal activities. The Council also has authority to fix the compensation of City officers and employees. The Council elects one of its members to serve as the President of Council, its presiding officer.
Funding Sources The General Fund supports the functions of Toledo City Council in the proposed 2021 budget.
2021 Highlights The 2021 budget supports all members of the City Council office. In addition to the 12 serving Council members, there are ten staff employees who assist the members.
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Assistant - 2.00 2.00 2.00 Administrative Specialist 3 4.50 4.50 4.50 4.50 Assistant Clerk Of Council 1.00 1.00 1.00 1.00 Clerk Of Council 1.00 1.00 1.00 1.00 Constituent Services Coordinator 0.60 0.50 0.50 - Councilman 11.00 11.00 11.00 15.00 Manager-Administrative Services 1.00 - - - Manager-Legislative Operations - 1.00 1.00 1.00 President Of Council 1.00 1.00 1.00 1.00 Secretary 3 2.00 - - - Total 22.10 22.00 22.00 25.50
74 Toledo City Council
2021 Proposed Budget - City Council & A uditor
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 1,171,174 - - - - - 1,171,174 Overtime ------Pension 163,400 - - - - - 163,400 Employment Taxes & Medical 369,035 - - - - - 369,035 Other Personnel 3,575 - - - - - 3,575 Supplies 19,600 - - - - - 19,600 Services 203,612 - - - - - 203,612 Capital ------Debt, Transfers & Other ------Total 1,930,397 - - - - - 1,930,397
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 786,878 448,205 930,615 1,006,238 993,867 1,083,850 Overtime ------Pension 109,353 121,355 129,876 140,309 138,577 151,174 Employment Taxes & Medical 266,414 254,987 286,350 306,312 306,133 354,429 Other Personnel 3,300 3,300 3,850 3,575 3,575 3,575 Supplies 15,144 19,633 22,797 20,140 20,140 19,600 Services 210,119 134,353 207,638 249,805 192,724 201,428 Capital ------Debt, Transfers & Other - - - 300,000 - - Total 1,391,209 981,833 1,581,125 2,026,379 1,655,015 1,814,056
75 City Auditor The City Auditor provides independent audit review, upholds accountability and improves the efficiency and effectiveness of City government. Through continued examination, the Auditor ensures reliability and the integrity of City of Toledo financial and operating information in order to provide quality control and accountability to deter and prevent fraud.
Funding Sources: The General Fund supports all functions of the Auditor.
2021 Highlights: The 2021 budget funds one FTE in the Auditor’s office. Labor represents 98.12% of total budget.
A uditor
Position Title 2019 Budget 2020 Amended 2020 Approved 2021 Proposed City Auditor 1.00 1.00 1.00 1.00 Total 1.00 1.00 1.00 1.00
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 78,244 80,304 82,640 85,106 83,417 87,324 Overtime ------Pension 10,954 11,243 11,570 11,915 11,679 12,225 Employment Taxes & Medical 14,085 12,306 13,406 14,777 14,753 14,606 Other Personnel ------Supplies - - 1,295 - - - Services 2,013 1,625 2,455 2,260 2,079 2,185 Capital ------Debt, Transfers & Other ------Total 105,296 105,479 111,366 114,058 111,927 116,341
76 Office of the Mayor Toledo operates under a strong Mayor form of government. Accordingly, the Mayor, who is elected to that office for a four-year term, serves as chief executive of the City. The Mayor has authority to hire certain assistants and, subject to Council approval, to appoint the directors of all City departments, the commissioners of all City divisions, the members of all City boards and commissions and, with the additional approval of the applicable board or commission, the chief administrative officers of agencies under their jurisdiction. The Mayor is responsible for preparing a detailed annual budget estimate, keeping the Council advised of the financial condition and needs of the City, and, generally, exercising all other executive and administrative powers and performing such duties as are conferred by the Charter or by State law on mayors or municipal chief executive officers.
The Mayor has authority to introduce ordinances, resolutions and other matters before the Council, to take part in the discussion of all matters coming before the Council, to vote on legislation before the Council if necessary to break a tie vote and to veto any legislation passed by the Council. Vetoes may be overridden by a three-fourths vote of all members of the Council.
The Mayor and his staff provide overall policy direction and oversee the provision of City services using the revenues provided and entrusted to the municipal government by the City’s residents.
Funding Sources The Mayor’s Office is primarily funded by the General Fund. One Deputy Chief of Staff and other administrative support staff are funded partially by the Water and Sewer Operating Funds, Street Construction, Maintenance and Repair Fund, the Capital Improvement and Special Assessment Funds.
2021 Highlights The 2021 budget supports 10.25 FTEs including the Mayor and administrative support staff. Labor expenditures account for 69.58% of total expenditures.
In 2021 the Mayor’s Office proposed budget includes funding to support community policing efforts and the implementation of a gun violence reduction strategy.
Office of the Mayor
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Assistant To The Mayor 1.00 1.00 1.00 1.00 Administrative Specialist 3 0.50 0.50 0.50 0.50 Chief Of Staff 1.00 1.00 1.00 1.00 Deputy Chief Of Staff 1.75 1.75 1.75 1.75 Mayor 1.00 1.00 1.00 1.00 Mayor's Assistant 1 2.00 2.00 2.00 - Mayor's Assistant 2 2.00 3.00 1.00 3.00 Mayor's Executive Assistant 1.00 1.00 1.00 1.00 Public Information Coordinator 1.00 1.00 1.00 1.00 Total 11.25 12.25 10.25 10.25
77 Office of the Mayor
2021 Proposed Budget - Office of the Mayor
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 828,020 23,227 - 11,613 90,224 - 953,084 Overtime ------Pension 115,923 3,252 - 1,626 12,631 - 133,432 Employment Taxes & Medical 134,134 2,995 - 1,497 12,003 - 150,629 Other Personnel 2,475 - - - - - 2,475 Supplies 18,400 - - - - - 18,400 Services 488,440 - - - - - 488,440 Capital ------Debt, Transfers & Other 35,000 - - - - - 35,000 Total 1,622,392 29,473 - 14,737 114,858 - 1,781,460
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 483,925 738,563 802,061 871,697 752,761 828,020 Overtime ------Pension 67,642 101,418 111,341 122,033 105,382 115,923 Employment Taxes & Medical 106,665 111,164 133,588 160,617 134,804 134,134 Other Personnel 2,145 2,695 2,750 3,465 2,915 2,475 Supplies 12,788 11,755 17,244 18,420 18,420 18,400 Services 70,760 115,178 124,251 174,172 159,321 488,440 Capital ------Debt, Transfers & Other 18,500 20,570 30,700 35,000 35,000 35,000 Total 762,425 1,101,343 1,221,936 1,385,404 1,208,603 1,622,392
Street Construction, Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - 11,364 11,669 11,669 11,613 Overtime ------Pension - - 1,603 1,634 1,634 1,626 Employment Taxes & Medical - 931 1,422 1,537 1,537 1,497 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total - 931 14,389 14,840 14,840 14,737
78 Office of the Mayor
Special Assessment Services
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 9,224 10,481 11,364 11,669 11,669 11,613 Overtime ------Pension 1,290 1,454 1,589 1,634 1,634 1,626 Employment Taxes & Medical 1,428 1,270 1,421 1,537 1,537 1,497 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 11,943 13,204 14,374 14,840 14,840 14,737
Capital Improvement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 9,224 10,481 11,364 11,669 11,669 11,613 Overtime ------Pension 1,290 1,454 1,589 1,634 1,634 1,626 Employment Taxes & Medical 1,428 1,270 1,421 1,537 1,537 1,497 Other Personnel ------Supplies ------Services 35,714 - - - - - Capital ------Debt, Transfers & Other ------Total 47,657 13,204 14,374 14,840 14,840 14,737
Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 52,579 48,965 52,685 66,927 66,927 55,160 Overtime ------Pension 7,353 6,778 7,371 9,370 9,370 7,722 Employment Taxes & Medical 9,843 8,528 9,608 10,535 10,535 7,483 Other Personnel 110 - - 110 110 - Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 69,886 64,271 69,664 86,942 86,942 70,365
79 Office of the Mayor
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 27,675 31,442 34,090 35,175 35,175 35,064 Overtime ------Pension 3,870 4,361 4,768 4,925 4,925 4,909 Employment Taxes & Medical 4,287 3,826 4,283 4,633 4,633 4,521 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 35,832 39,629 43,141 44,733 44,733 44,493
80 Toledo-Lucas County Plan Commission
The Toledo-Lucas County Plan Commission seeks to create a community with a high quality of life and access to economic opportunity for all residents. The Plan Commission provides guidance on land use decisions and coordinates planning functions among constituent jurisdictions – The City of Toledo, Lucas County, and the eleven Lucas County townships.
Funding Sources The Plan Commission is funded through the General Fund, Federal Block Grant Funds, grants funding from Lucas County, and the Capital Improvement Fund.
2021 Highlights The Plan Commission is responsible for updating the comprehensive plan for the City of Toledo. This establishes the overall character, extent and location of various land uses.
The City of Toledo General Fund provides 71.57% of funding for the Plan Commission, while the remaining funding is provided by Lucas County, federal block grants and capital improvement funds.
Labor expenditures for the Plan Commission constitute 89.52% of total budget. In 2021, the proposed budget funds additional planning positions to support sign code compliance efforts and upcoming new planning projects, including the Comprehensive Plan.
Plan Commission
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Assistant - 1.00 1.00 1.00 Administrator-Administrative Services 2 1.00 1.00 1.00 1.00 Associate Planner 2.00 4.00 2.00 2.00 Clerk Specialist 1 1.00 1.00 1.00 - Clerk Specialist 2 - - - 1.00 Director-Toledo Lucas County Plan Commission 1.00 1.00 1.00 1.00 Landscape & Site Plan Inspector 0.50 1.00 - - Planner 2.00 3.00 3.00 4.00 Planning Technician 0.50 - - - Principal Planner 2.00 2.00 2.00 2.00 Secretary 3 1.00 - - - Sign & Zoning Compliance Officer - - - 0.67 Total 11.00 14.00 11.00 12.67
81 Toledo-Lucas County Plan Commission
2021 Proposed Budget - Plan Commission
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 570,553 196,554 - 60,863 - - 827,970 Overtime 10,000 - - - - - 10,000 Pension 81,277 27,518 - 8,521 - - 117,316 Employment Taxes & Medical 114,121 52,895 - 14,230 - - 181,247 Other Personnel 3,025 1,375 - 550 - - 4,950 Supplies 19,700 - - - - - 19,700 Services 113,982 - - - - - 113,982 Capital ------Debt, Transfers & Other ------Total 912,658 278,341 - 84,164 - - 1,275,164
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 280,279 313,150 367,689 604,882 427,202 570,553 Overtime 6,651 15,109 18,323 5,600 5,600 10,000 Pension 39,812 44,899 53,112 85,468 60,592 81,277 Employment Taxes & Medical 58,658 56,782 76,074 133,101 90,341 114,121 Other Personnel 2,380 2,480 3,570 3,025 3,025 3,025 Supplies 8,881 10,158 12,467 11,800 10,995 19,700 Services 32,310 31,971 55,630 120,066 111,037 113,982 Capital ------Debt, Transfers & Other ------Total 428,972 474,549 586,865 963,942 708,793 912,658
Federal Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 64,144 63,443 63,917 70,910 83,247 68,232 Overtime 468 (305) 261 - (261) - Pension 8,913 8,968 9,459 9,927 11,190 9,552 Employment Taxes & Medical 15,892 15,502 18,561 14,501 26,398 14,337 Other Personnel 550 550 577 550 1,051 550 Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 89,966 88,158 92,775 95,888 121,624 92,671
82 Toledo-Lucas County Plan Commission
Operation Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 155,329 165,813 203,985 157,490 170,826 128,322 Overtime 2,625 4,189 5,415 - - - Pension 21,874 22,874 23,021 22,049 23,800 17,965 Employment Taxes & Medical 38,483 44,445 52,445 39,168 37,844 38,558 Other Personnel 968 825 1,055 825 - 825 Supplies 7,557 9,277 - - - - Services 1,302 3,917 - - 25,000 - Capital ------Debt, Transfers & Other ------Total 228,138 251,340 285,921 219,531 257,470 185,670
Capit al Impr ov ement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 55,895 56,779 50,542 62,656 62,656 60,863 Overtime 2,424 1,605 409 - - - Pension 7,791 7,956 6,985 8,772 8,772 8,521 Employment Taxes & Medical 13,786 11,939 13,363 14,336 14,336 14,230 Other Personnel 550 550 550 550 550 550 Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 80,447 78,829 71,849 86,314 86,314 84,164
83 Human Relations Commission
The Human Relations Commission was created in 2018 to support a safe, energetic, and livable city. The commission will support residents working to overcome prejudice and build mutual respect. The commission consists of fourteen members. Thirteen members are citizens appointed by the mayor and subject to confirmation by council in accordance with the composition requirements set forth herein. The remaining member is a member of City Council who sits on the commission in an ex- officio capacity. The council member of the commission is the chairman of the council committee with oversight of the commission as determined by the president and members of council. The council member of the commission is non-voting.
To the greatest extent practicable, the commission shall be comprised of members who represent the racial and ethnic diversity of the men and women of Toledo, and who have demonstrated in their words and actions a sensitivity to the need to end discrimination and ensure equal opportunity for all. In order to ensure representation of a broad range of community perspectives, the commission will include one labor representative, one religious affiliation representative, one education representative, one business or economic development representative, one youth representative, one member of the legal community, one neighborhood representative, one LGBT representative, and five at-large appointments. The at-large appointments include the four members and the board chairman who make up an executive committee.
Funding Sources All labor, service and supply costs for the Human Relations Commission are supported by the General Fund.
2021 Highlights The 2021 budget for services and supplies totals $87,655 of which 94.30% is dedicated to services.
HRC
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Manager-Administrative Services 1.00 1.00 1.00 1.00 Mayor's Assistant 1 - - - 1.00 Total 1.00 1.00 1.00 2.00
84 Human Relations Commission
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - 67,846 65,500 65,500 104,208 Overtime ------Pension - - 9,544 9,170 9,170 14,589 Employment Taxes & Medical - 231 13,219 14,385 14,385 28,199 Other Personnel - - - - - 550 Supplies - - 1,473 9,000 9,000 5,000 Services - 1,207 40,027 56,584 37,856 82,655 Capital ------Debt, Transfers & Other ------Total - 1,437 132,110 154,639 135,911 235,201
85 Office of Diversity & Inclusion
The Office of Diversity & Inclusion was created to administer programs, activities and services to ensure compliance with the Civil Rights Act and the Americans with Disabilities Act and to enforce the City’s prevailing wage regulations. The Office of Diversity & Inclusion exists to enforce all administrative policies under its jurisdiction and to assist the City of Toledo in achieving a dynamic, diverse workforce, enforce fair labor standards, and create a climate of inclusiveness that encourages small, minority, and female owned businesses to bid and receive City contracts.
Funding Sources The Office of Diversity & Inclusion is supported 70.58% General Fund. Additional funding in the 2021 proposed budget is provided by the Water, Sewer and Storm Water utility funds, the Street Construction, Maintenance & Repair Fund and the Special Assessment Services Fund.
2021 Highlights The 2021 budget supports 9.00 FTEs. Personnel costs account for 56.26% of the department’s budget.
The 2021 budget for services and supplies totals $584,053 and will support initiatives surrounding the City’s diversity and inclusion programs, including a disparity study to be completed in 2021.
Diversity & Inclusion
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 1 1.00 1.00 1.00 - Administrative Analyst 2 - - - 4.00 Administrative Assistant - 1.00 1.00 1.00 Administrative Specialist 1 - - - 1.00 Administrative Specialist 3 2.75 2.00 1.17 - Director-Administrative Services 1.00 1.00 1.00 1.00 Manager-Administrative Services - 2.00 1.00 2.00 Secretary 3 1.00 - - - Total 5.75 7.00 5.17 9.00
86 Office of Diversity & Inclusion
2021 Proposed Budget -Diversity & Inclusion
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 479,353 60,064 - - 60,064 - 599,481 Overtime ------Pension 67,109 8,410 - - 8,409 - 83,928 Employment Taxes & Medical 100,363 14,218 - - 14,219 - 128,800 Other Personnel 2,200 550 - - 550 - 3,300 Supplies 170 - - - - - 170 Services 323,883 - - - 260,000 - 583,883 Capital ------Debt, Transfers & Other 50,000 - - - - - 50,000 Total 1,023,078 83,242 - - 343,242 - 1,449,563
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 253,691 262,510 329,838 465,148 316,481 479,353 Overtime ------Pension 35,493 36,654 46,119 65,121 43,187 67,109 Employment Taxes & Medical 58,579 51,144 66,393 91,168 95,930 100,363 Other Personnel 1,788 1,788 1,788 2,200 2,200 2,200 Supplies 984 1,034 10,554 270 770 170 Services 24,125 16,893 49,270 84,135 376,906 323,883 Capital ------Debt, Transfers & Other - - - 25,000 25,000 50,000 Total 374,659 370,022 503,962 733,042 860,474 1,023,078
87 Office of Diversity & Inclusion
Storm Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services - - - - - 9,745 Capital ------Debt, Transfers & Other ------Total - - - - - 9,745
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services - - - - - 67,248 Capital ------Debt, Transfers & Other ------Total - - - - - 67,248
88 Office of Diversity & Inclusion
Street Construction, Maintenance & Repair Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - - - - 30,032 Overtime ------Pension - - - - - 4,205 Employment Taxes & Medical - - - - - 7,109 Other Personnel - - - - - 276 Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total - - - - - 41,622
Special Assessment Services Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - - - - 30,032 Overtime ------Pension - - - - - 4,205 Employment Taxes & Medical - - - - - 7,109 Other Personnel - - - - - 274 Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total - - - - - 41,620
89 Municipal Court Judges
The responsibility of the Toledo Municipal Court is to hear and dispose of cases within the Court's jurisdictional limits in a judicious and timely manner and provide opportunities for rehabilitation. The Court's operation is defined by the Federal and State Constitutions, the Ohio Revised Code, Toledo Municipal Code, State Civil and Criminal Procedural Rules, and the Rules of Superintendence.
The Ohio constitution establishes the legislative, executive and judicial branches of government. The judiciary is a separate and co-equal branch of government, with separate powers and responsibilities. The Toledo Municipal Court is comprised of seven Judges. Six Judges preside over a mixed criminal and civil docket. One Judge presides over environmental criminal and civil cases, which include housing, environmental and related matters.
Major departments of the Municipal Court include the Probation Department, the Court Services Department, the Civil Bailiff’s Office and the Citizens Dispute Settlement Program. The Probation Department provides a wide-range of services including pre-sentence investigations, alternative sentencing programs (including community service) and standard and specialized supervision of offenders. About 7,500 individuals are serviced by the department each year. The Court Services Department provides an array of direct services to the Courtrooms, including scheduling of cases and attendant case services such as interpretation and electronic monitoring coordination. The Civil Bailiff’s Office perfects service for civil legal documents, oversees evictions, enforces civil judgments and executes writs as required by the Ohio Revised Code and local court rules. In addition, the Court’s Citizens Dispute Settlement Program provides mediation services for over 1,000 cases a year, saving the Court time and money.
Funding Sources Municipal Court (Judges Division) operations are funded primarily through the General Fund. Approximately 97.77% of labor, service and supply costs are supported by the General Fund, while remaining expenses are funded with projected grant dollars in the 2021 proposed budget.
2021 Highlights The 2021 budget allocates $3,293,789 for services and supplies. This includes funding for court security services.
Personnel expenditures account for 71.33% of total 2021 proposed budget.
90 Municipal Court Judges
TMC Judges
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Acting Administrative Assistant 1.00 - - - Acting Assignment Commissioner 1.00 - - - Administrative Assistant - 1.00 1.00 1.00 Assignment Clerk 5.25 5.00 5.00 2.00 Assistant Chief Bailiff ` 1.00 1.00 1.00 Assistant Chief Probation Officer 1.00 1.00 1.00 1.00 Assistant Court Services Commissioner - 1.00 1.00 1.00 Bailiff-Chief Courtroom 1.00 1.00 1.00 1.00 Bailiff-Courtroom 7.15 7.65 7.65 7.65 Bookkeeper/Payroll Clerk 1.00 1.00 0.60 1.00 Building Operations Chief 0.50 1.00 1.00 1.00 Chief Bailiff 1.00 1.00 1.00 1.00 Chief Probation Officer 1.00 1.00 1.00 1.00 Community Service Officer 2.00 - - - Court Administrator 1.00 1.00 1.00 1.00 Court Reporter 2.00 2.00 2.00 2.00 Court Security Bailiff 1.25 2.63 2.63 2.63 Court Services Commissioner - 1.00 1.00 1.00 Court Services Specialist 5.00 8.50 8.50 12.00 Deputy Bailiff 7.50 7.25 5.50 8.00 Deputy Court Administrator 1.00 1.00 1.00 1.00 Finance Officer 1.00 1.00 1.00 1.00 Housing Magistrate 1.00 1.00 1.00 1.00 Housing Specialist - 2.00 2.00 2.00
91 Municipal Court Judges
TMC Judges
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Housing Specialist Bailiff 2.00 - - - Human Resource Officer 1.50 2.00 2.00 2.00 Information Technology Specialist 0.50 0.50 - 0.50 Intake Secretary 1.00 1.00 1.00 1.00 It Officer 1.00 1.00 1.00 1.00 Judge 6.00 6.00 6.00 6.00 Judge Visiting 0.46 - - - Judges Secretary 3.00 3.00 3.00 3.00 License Intervention Specialist 1.00 1.00 1.00 1.00 Magistrate 1.50 2.00 2.00 2.00 Magistrate - Standby 0.25 0.25 0.25 0.25 Mediator 1.00 - - - Mediator - Job Share - 1.00 1.00 1.00 Presiding/Administrative Judge 1.00 1.00 1.00 1.00 Probation Officer 19.00 19.00 19.00 19.00 Probation Officer (Fellow) (Pilot Program) - 2.00 2.00 2.00 Probation Secretary 6.00 6.00 5.00 5.69 Research Law Clerk 0.29 - - - Senior Assignment Clerk 0.50 - - - Senior Housing Specialist 1.00 1.00 1.00 1.00 Senior Mediator 1.00 1.00 1.00 1.00 Small Claims Assistant 1.71 1.74 1.74 2.45 Small Claims Supervisor 0.42 0.42 0.42 0.42 Unit Supervisor 5.00 4.75 4.75 4.00 Unit Supervisor (OA Manager) - - - 1.00 Total 97.78 103.70 100.05 105.60
92 Municipal Court Judges
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 3,936,599 3,959,654 4,342,410 5,358,514 4,989,800 5,620,425 Overtime ------Pension 544,477 551,182 602,778 749,997 698,377 786,859 Employment Taxes & Medical 1,197,233 1,078,356 1,229,511 1,420,366 1,366,293 1,447,307 Other Personnel 61,234 62,229 65,354 77,310 67,052 81,706 Supplies 111,680 125,551 94,163 181,300 151,300 162,250 Services 2,645,393 3,245,153 2,708,804 2,926,777 2,757,542 3,131,539 Capital ------Debt, Transfers & Other ------Total 8,496,616 9,022,126 9,043,019 10,714,265 10,030,364 11,230,087
Operation Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 181,601 173,918 160,687 179,530 238,719 184,233 Overtime ------Pension 22,292 24,246 23,798 25,134 32,672 25,793 Employment Taxes & Medical 53,485 47,491 73,255 46,733 58,656 46,693 Other Personnel ------Supplies 16,877 21,814 4,150 - 28,785 - Services 529,558 480,489 836,994 - 933,660 - Capital ------Debt, Transfers & Other ------Total 803,812 747,959 1,098,884 251,397 1,292,492 256,719
93 Municipal Court Clerk
The Clerk of Toledo Municipal Court is responsible for maintaining the public record on all court cases in Toledo Municipal Court as well as collecting and distributing fines and fees associated with these cases. The Clerk strives to process all case filings in a timely manner and to provide excellent customer service to the public. The Clerk’s Office maintains all journals, records, books and papers belonging or pertaining to the Toledo Municipal Court. Additionally, the Clerk records the proceedings of the court, performs all other duties prescribed by the Judges Ohio Revised Code, and keeps a record of all receipts and disbursements, which are available for public inspection at all times.
Funding Sources The Clerk of Court’s 2021 proposed operating budget is supported 100% by the General Fund.
2021 Highlights The 2021 proposed budget supports 79.00 FTEs with a total labor cost of $5,110,308 and $2,395,260 for services and supplies.
The proposed budget for services has increased compared to prior years as a result of changes in the City’s traffic citation photo enforcement program, which will be coordinated through the Clerk of Court’s beginning in 2021.
TMC Clerk
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Clerk Of Court 1.00 1.00 1.00 1.00 Deputy Clerk 79.00 79.00 76.67 78.00 Total 80.00 80.00 77.67 79.00
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 3,111,635 3,132,046 3,236,982 3,421,869 3,239,887 3,467,911 Overtime 21,945 23,654 24,813 50,040 50,040 50,040 Pension 430,606 438,237 452,293 481,041 455,564 487,487 Employment Taxes & Medical 1,113,171 969,675 1,040,504 1,115,082 1,081,451 1,104,870 Other Personnel ------Supplies 353,422 578,412 510,502 491,200 479,500 447,100 Services 462,137 535,943 540,704 487,030 424,779 1,948,160 Capital ------Debt, Transfers & Other ------Total 5,492,916 5,677,968 5,805,798 6,046,262 5,731,220 7,505,568
94 Department of Development
The Department of Development implements programs and provides services to create employment opportunities through retention and growth of existing businesses and the attraction of new businesses, and to serve the public interest to protect the health, safety and welfare of our citizens by assuring that all buildings, structures, and related equipment are constructed, installed, and maintained in compliance with the standards contained within the currently adopted Ohio Building Codes and Toledo Municipal Code, while contributing to economic development.
The Department of Development is comprised of the Division of Economic Development and the Division of Building Inspection.
Economic Development
Division 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 16400-Economic Development 7.75 8.00 5.50 7.75 56300-Building Inspection 23.00 23.00 20.58 18.00 Total 30.75 31.00 26.08 25.75
Development
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 2 0.75 - - - Administrative Specialist 2 - 2.00 0.50 - Administrative Specialist 3 1.00 1.00 1.00 1.00 Clerk Specialist 2 1.00 - - 1.00 Commissioner-Administrative Services 1.00 2.00 2.00 2.00 Director-Administrative Services - 1.00 - 0.75 Director-Neighborhoods & Business Development 1.00 - - - Manager-Administrative Services 2.00 2.00 2.00 2.00 Mayor's Assistant 2 1.00 - - 1.00 Total 7.75 8.00 5.50 7.75
95 Department of Development
2021 Proposed Budget -Economic Development
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 1,712,896 9,188 - - 51,715 - 1,773,798 Overtime 70,000 - - - - - 70,000 Pension 249,605 1,286 - - 7,240 - 258,132 Employment Taxes & Medical 356,137 2,146 - - 12,077 - 370,360 Other Personnel 3,850 - - - - - 3,850 Supplies 35,400 - - - - - 35,400 Services 2,057,726 - - - - - 2,057,726 Capital ------Debt, Transfers & Other ------Total 4,485,614 12,620 - - 71,032 - 4,569,266
Economic Development The Division of Economic Development implements programs and provides services integral to achieving the goals of the City. The department assists in the attraction, growth and retention of private sector companies by eliminating barriers and providing financial resources and technical assistance. The Division also includes the Real Estate section, which is responsible for the management of the city’s real estate portfolio and disposition strategy for surplus property.
Funding Sources The Department of Development is funded primarily through General Fund dollars.
2021 Highlights The 2021 budget funds 8.00 FTEs with a total personnel cost of $811,348.
Funding for non-personnel expenditures totals $1,748,257 and supports costs for property tax payments and business incentive payments.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 338,996 333,550 436,566 670,776 449,514 611,715 Overtime - - - 6,500 6,500 - Pension 47,559 44,767 59,879 92,982 62,005 85,640 Employment Taxes & Medical 69,348 73,008 101,057 118,062 80,995 112,343 Other Personnel 770 1,100 1,100 1,650 1,100 1,650 Supplies 3,289 5,555 4,701 5,770 5,770 7,400 Services 793,457 798,444 1,173,566 1,427,709 1,529,286 1,740,857 Capital ------Debt, Transfers & Other ------Total 1,253,418 1,256,423 1,776,871 2,323,448 2,135,170 2,559,605
96 Department of Development
Building Inspection The Division of Inspection is a state-certified building inspection department enforcing the building and zoning codes of the state of Ohio and the City of Toledo to ensure the safety of public structures. The division’s goal is to provide professional and efficient service to citizens while processing permits, reviewing plans, performing inspections and issuing certificates of occupancy.
Funding Sources The Department of Development is funded primarily through General Fund dollars.
2021 Highlights The 2021 proposed budget funds 18.00 FTEs with a total personnel cost of $1,618,999.
Inspection is continuing to implement a new licensing and permitting system in 2021 to enable the department to connect with citizens and streamline processes related to land management, asset management, licensing, and public health & safety. Initial implementation costs are supported by the CIP fund.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 1,009,373 1,017,299 1,155,218 1,299,573 1,087,321 1,101,180 Overtime 82,503 67,940 76,047 71,500 71,500 70,000 Pension 155,590 170,188 164,288 200,042 168,647 163,965 Employment Taxes & Medical 294,061 284,551 290,931 315,858 316,373 243,794 Other Personnel 2,298 2,346 1,708 1,650 1,650 2,200 Supplies 36,134 31,751 25,563 36,500 36,500 28,000 Services 446,875 429,954 391,522 399,967 343,869 316,869 Capital ------Debt, Transfers & Other - (1) - - - - Total 2,026,834 2,004,028 2,105,277 2,325,090 2,025,859 1,926,009
Street Construction Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 7,786 7,898 8,015 8,266 8,266 9,188 Overtime 90 - 292 - - - Pension 1,089 1,106 1,122 1,157 1,157 1,286 Employment Taxes & Medical 2,042 1,774 2,012 2,130 2,130 2,146 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 11,007 10,777 11,441 11,554 11,554 12,620
97 Department of Development
Building Inspection
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 7,786 7,898 8,015 8,266 8,266 9,188 Overtime 90 - 292 - - - Pension 1,089 1,106 1,122 1,157 1,157 1,286 Employment Taxes & Medical 2,042 1,774 2,012 2,130 2,130 2,146 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 11,007 10,777 11,441 11,554 11,554 12,620
Utility A dministration
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 36,334 7,898 8,015 8,266 8,266 9,188 Overtime 90 - 292 - - - Pension 1,089 1,106 1,122 1,157 1,157 1,286 Employment Taxes & Medical 2,042 1,774 2,012 2,130 2,130 2,146 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 39,555 10,777 11,441 11,554 11,554 12,620
98 Department of Finance
The Department of Finance is responsible for safeguarding the assets of the City of Toledo by providing effective stewardship of public funds, timely financial reporting, and commitment to excellence in public service. It is the responsibility of the department to continuously improve the coffers of the City by assisting and advising the operating divisions in their financial operations. The Department of Finance is comprised of the Divisions of Finance Administration, Financial Analysis, Treasury and Taxation, Accounts, Purchasing and Supplies, Debt Management and the ERP team.
Finance
Funds Center Name 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 11100-Financial Analysis 4.00 4.00 3.58 3.00 14100-Finance Administration 1.75 2.00 2.00 2.00 14200-Treasury 5.00 5.00 5.00 6.76 14400-Taxation 34.00 33.75 32.50 31.75 14600-Accounts 11.50 13.50 11.00 11.00 14700-Finance ERP 1.50 2.00 1.00 1.00 14800-Debt Management 2.00 2.00 2.00 1.25 17700-Purchasing & Supplies 5.10 6.85 5.43 4.75 Total 64.84 69.10 62.51 61.51
Financial A nalysis
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 3 2.00 2.00 2.00 2.00 Commissioner-Administrative Services 1.00 1.00 1.00 - Deputy Director - - - 1.00 Manager-Administrative Services 1.00 1.00 0.58 - Total 4.00 4.00 3.58 3.00
Finance A dministration
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 3 - 1.00 1.00 - Administrative Assistant - - - 1.00 Director-Administrative Services 1.00 1.00 1.00 1.00 Secretary 3 0.75 - - - Total 1.75 2.00 2.00 2.00
99 Department of Finance
Treasury
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 1 - - - 0.75 Administrative Analyst 4 1.00 - - - Administrative Services Officer 2 1.00 2.00 2.00 2.00 Administrative Specialist 3 1.00 1.00 1.00 1.00 Clerk Specialist 2 2.00 2.00 2.00 2.00 Commissioner-Administrative Services - - - 1.00 Total 5.00 5.00 5.00 6.76
Taxation
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 1 - 0.75 0.75 1.00 Administrative Services Officer 1 1.00 1.00 1.00 3.00 Administrative Specialist 2.00 2.00 2.00 - Administrative Specialist 2 10.00 18.00 18.00 20.75 Administrative Technician 1 1.00 1.00 1.00 - Administrator-Administrative Services 1 1.00 1. 00 1.00 1.00 Clerk Specialist 1 2.00 - - - Clerk Specialist 2 5.00 - - - Collector-Investigator 3.00 9.00 7.75 5.00 Commissioner-Administrative Services 1.00 1.00 1.00 1.00 Tax Auditor 8.00 - - - Total 34.00 33.75 32.50 31.75
Accounts
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 3 2.50 3.00 2.33 2.00 Administrative Analyst 4 - - - 1.00 Administrative Services Officer 2 1.00 1.00 1.00 - Administrative Specialist 1 1.00 1.00 1.00 1.00 Administrative Technician 1.00 1.00 1.00 1.00 Clerk Specialist 2 4.00 4.83 3.00 3.00 Commissioner-Administrative Services 1.00 1.00 1.00 1.00 Manager-Administrative Services 1.00 1.67 1.67 2.00 Total 11.50 13.50 11.00 11.00
100 Department of Finance
Finance ERP
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 2 0.50 1.00 - - Administrative Analyst 4 1.00 1.00 1.00 1.00 Total 1.50 2.00 1.00 1.00
Debt Management
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 3 - 1.00 1.00 1.00 Administrator-Administrative Services 1 1.00 - - - Commissioner-Administrative Services 1.00 1 .00 1.00 0.25 Total 2.00 2.00 2.00 1.25
Purchasing
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 2 1.00 0.25 0.25 - Administrative Analyst 3 - - - 2.00 Administrative Analyst 4 - 3.00 2.00 - Buyer 1.00 1.00 1.00 1.00 Clerk Specialist 2 1.50 1.00 1.00 1.00 Commissioner-Administrative Services 1.00 1.00 1.00 0.75 Duplicating Technician 0.60 0.60 0.18 - Total 5.10 6.85 5.43 4.75
2021 Proposed Budget -Finance
Special Capital Expenditure Category & Revenue Debt Service Projects Enterprise Internal Source of Funds General Fund Funds Funds Funds Funds Service Funds Total Labor 3,721,052 218,375 - 55,129 - - 3,994,556 Overtime 49,440 7,500 - - - - 56,940 Pension 514,590 31,623 - 7,718 - - 553,930 Employment Taxes & Medical 825,169 41,978 - 10,816 - - 877,963 Other Personnel 14,905 1,265 - 330 - - 16,500 Supplies 146,385 200,800 - - - 230,800 577,985 Services 1,373,912 883,543 - 286,804 205,455 304,903 3,054,617 Capital ------Debt, Transfers & Other 151,000 25,808,624 17,247,569 33,470,501 68,027,678 287,713 144,993,085 Total 6,796,453 27,193,708 17,247,569 33,831,298 68,233,133 823,416 154,125,577
101 Department of Finance
Finance Administration The Division of Finance Administration is comprised of the Director of Finance and support staff. Finance Administration directs the other divisions to ensure department responsibilities and priorities are met and City-wide financial goals are achieved.
Funding Sources Division of Finance Administration personnel and operating supplies and services are supported by the General Fund. The division includes 2.00 FTEs.
2021 Highlights Labor accounts for 57.57% of the division’s General Fund expenditures.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 151,504 161,906 159,481 196,277 192,585 187,035 Overtime ------Pension 18,971 22,734 22,276 27,480 26,963 26,185 Employment Taxes & Medical 28,084 24,628 26,051 30,083 30,029 29,400 Other Personnel 495 55 - 550 550 550 Supplies 1,195 1,625 4,149 15,700 48,000 16,000 Services 125,359 84,592 50,046 107,097 69,251 163,201 Capital ------Debt, Transfers & Other ------Total 325,609 295,541 262,004 377,187 367,378 422,370
102 Department of Finance
Financial Analysis The Division of Financial Analysis (budget office) is charged with the creation, maintenance and monitoring of the City of Toledo’s operating budget. In addition, the division assists, advises and directs the operating divisions with budget maintenance. The division also assists the Debt Management Office with creation and monitoring of the City’s capital improvement budget.
Funding Sources Division of Financial Analysis personnel and operating supplies and services are supported by the General Fund. The division includes 3.00 FTEs.
2021 Highlights Labor accounts for 94.80% of the division’s expenditures.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 151,504 161,906 159,481 196,277 192,585 187,035 Overtime ------Pension 18,971 22,734 22,276 27,480 26,963 26,185 Employment Taxes & Medical 28,084 24,628 26,051 30,083 30,029 29,400 Other Personnel 495 55 - 550 550 550 Supplies 1,195 1,625 4,149 15,700 48,000 16,000 Services 125,359 84,592 50,046 107,097 69,251 163,201 Capital ------Debt, Transfers & Other ------Total 325,609 295,541 262,004 377,187 367,378 422,370
103 Department of Finance
Treasury and Taxation The Division of Treasury and Taxation is responsible for the collection, safekeeping, investment and disbursement of all public monies of the City. This division also encompasses the functions of business licensing and administration of the City’s special assessment program. The income tax section administers the City tax code in a manner that is accountable and responsive to the public for the purpose of generating revenue to finance city services. The section also collects delinquent City taxes in a way that balances both fiscal responsibility and fair collection practices.
Funding Sources Division of Treasury and Taxation personnel and operating supplies and services are supported by the General Fund and Special Assessment fund. The division includes 38.51 FTEs.
2021 Highlights Labor accounts for 62.55% of Treasury’s General Fund expenditures and 86.58% of Taxation’s General Fund expenditures.
The budgeted transfer out of the Capital Improvements Fund is included in Treasury’s 2021 proposed budget. this amount is $11,000,000.
General Fund Treasury Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 143,045 160,852 161,686 168,309 166,667 252,515 Overtime 22,393 12,836 12,501 16,000 16,000 16,000 Pension 22,525 24,199 24,231 25,803 25,573 37,592 Employment Taxes & Medical 40,872 36,629 40,797 44,154 44,131 62,003 Other Personnel 550 605 605 605 605 605 Supplies 10,285 9,332 16,368 20,972 16,972 15,500 Services 69,624 36,435 50,480 237,972 188,290 205,286 Capital ------Debt, Transfers & Other ------Total 309,295 280,888 306,669 513,815 458,238 589,501
Special Assessment Treasury Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 127,679 116,151 120,450 130,583 130,583 181,692 Overtime 5,963 8,469 9,442 7,500 7,500 7,500 Pension 18,164 17,441 18,018 19,332 19,332 26,487 Employment Taxes & Medical 27,908 23,090 25,844 27,563 27,563 34,780 Other Personnel 1,100 1,595 1,045 1,045 1,045 1,045 Supplies 39,980 78,532 56,716 165,217 165,217 200,800 Services 331,627 585,470 543,742 957,270 957,270 806,150 Capital - - - 2,400 2,400 - Debt, Transfers & Other 2,006,424 2,206,254 2,347,327 2,850,000 2,850,000 3,700,000 Total 2,558,845 3,037,002 3,122,584 4,160,910 4,160,910 4,958,453
104 Department of Finance
Treasury and Taxation
Capit al Impr ov ement Treasury Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other - - - 8,012,106 8,462,106 11,000,000 Total - - - 8,012,106 8,462,106 11,000,000
General Fund Taxation Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 999,215 1,532,259 1,593,232 1,923,494 1,775,893 1,945,144 Overtime 14,299 12,905 13,188 10,291 10,291 14,940 Pension 141,452 209,920 218,272 259,566 236,662 261,133 Employment Taxes & Medical 334,775 378,904 443,677 478,467 516,834 450,576 Other Personnel 3,300 7,150 7,743 7,700 7,700 8,250 Supplies 118,230 125,743 82,929 126,925 105,925 106,125 Services 207,985 209,714 280,533 314,269 297,979 309,287 Capital ------Debt, Transfers & Other 41 (1) - - - - Total 1,819,298 2,476,595 2,639,573 3,120,712 2,951,284 3,095,455
Road Improvement Fund Taxation
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services - - - - - 269,703 Capital ------Debt, Transfers & Other ------Total - - - - - 269,703
105 Department of Finance
Accounts The Division of Accounts is charged with providing timely and accurate financial information to both internal and external users in accordance with Generally Accepted Accounting Principles (GAAP). Accounts also provides internal controls to insure the safeguarding of City assets. The division works closely with the budget office to prepare, distribute and present monthly financial information to City Council.
Funding Sources Division of Accounts personnel and operating supplies and services are supported by the General Fund. The division includes 11.00 FTEs.
2021 Highlights Labor accounts for 70.92% of the division’s expenditures. The proposed annual budget for services includes funds for the City’s annual financial audit.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 658,962 604,915 644,768 820,082 687,078 703,959 Overtime 12,847 4,529 3,464 11,000 11,000 11,000 Pension 82,224 83,343 90,562 113,476 94,856 100,094 Employment Taxes & Medical 164,961 141,683 151,185 189,512 154,209 157,139 Other Personnel 2,825 2,750 3,300 3,300 3,300 2,200 Supplies 2,455 5,619 5,604 2,820 3,020 3,500 Services 219,574 225,515 266,232 406,037 384,456 395,959 Capital ------Debt, Transfers & Other ------Total 1,143,848 1,068,355 1,165,114 1,546,227 1,337,919 1,373,851
106 Department of Finance
Purchasing The Division of Purchasing is committed to providing efficient procurement services which meet the needs of City departments while ensuring compliance with the City Charter and Toledo Municipal Code. Purchasing strives to assure fair and equal access to all entities seeking to do business with the City of Toledo.
Funding Sources Division of Purchasing personnel and operating supplies and services are supported by the General Fund and the Print Shop Internal Service Fund. The division includes 4.75 FTEs.
2021 Highlights Labor accounts for 87.97% of the division’s General Fund expenditures.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 181,916 183,700 187,476 338,827 281,916 301,333 Overtime ------Pension 25,468 25,718 26,200 47,436 39,468 42,187 Employment Taxes & Medical 41,366 45,096 52,072 88,535 74,331 67,758 Other Personnel 1,100 1,100 1,100 2,750 2,200 1,650 Supplies 6,069 1,457 4,082 5,260 4,760 4,560 Services 30,784 28,910 35,856 124,537 118,531 51,918 Capital ------Debt, Transfers & Other ------Total 286,702 285,981 306,787 607,345 521,206 469,406
Storeroom & Printshop
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 24,343 24,221 25,951 25,541 17,579 - Overtime - 235 - - - - Pension 3,408 3,424 3,559 3,576 2,125 - Employment Taxes & Medical 8,041 6,905 7,869 8,321 4,922 - Other Personnel ------Supplies 171,228 112,175 106,762 276,000 276,000 230,800 Services 260,017 218,101 105,317 190,093 190,093 196,316 Capital ------Debt, Transfers & Other ------Total 467,037 365,062 249,460 503,530 490,718 427,116
107 Department of Finance
Debt Management The Debt Management Office must balance the financial needs of the City with the most economically and financially feasible methods of borrowing. The Debt Management Officer ensures that the City operates within strict debt guidelines to maintain and improve bond ratings. The Debt Management Office is also responsible for preparing and monitoring the City’s 5-Year Capital Improvement Plan.
Funding Sources Division of Debt management personnel and operating supplies and services are supported by the Special Assessment and Capital Improvement Funds. The division includes 1.25 FTEs.
2021 Highlights Non-Debt expenditures for personnel and operating costs total $129,230.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 4,656,575 722,927 711,195 721,000 721,000 151,000 Total 4,656,575 722,927 711,195 721,000 721,000 151,000
Right of Way
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 225,000 225,000 225,000 225,000 225,000 225,000 Total 225,000 225,000 225,000 225,000 225,000 225,000
Street Construction, Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 462,202 463,123 462,200 862,202 862,202 797,960 Total 462,202 463,123 462,200 862,202 862,202 797,960
108 Department of Finance
Debt Management
Capit al Impr ov ement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 87,070 80,552 87,763 89,799 89,799 55,129 Overtime 488 - 148 - - - Pension 12,258 11,277 11,883 12,572 12,572 7,718 Employment Taxes & Medical 16,794 14,542 16,420 17,496 17,496 10,816 Other Personnel 330 330 330 330 330 330 Supplies ------Services (18,487) 40 2,617 7,000 27,000 6,000 Capital ------Debt, Transfers & Other 24,125,556 23,788,023 31,387,031 19,177,156 19,157,156 19,980,981 Total 24,224,008 23,894,764 31,506,191 19,304,352 19,304,352 20,060,974
General Obligation Debt Service
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 15,788,078 15,779,643 20,601,926 15,988,400 15,988,400 16,612,859 Total 15,788,078 15,779,643 20,601,926 15,988,400 15,988,400 16,612,859
Jeep Municipal Improvement TIF
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 3,598,351 3,492,439 4,862,322 719,000 719,000 643,250 Total 3,598,351 3,492,439 4,862,322 719,000 719,000 643,250
Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 25,849,346 26,375,436 26,515,266 27,608,000 27,608,000 27,188,425 Total 25,849,346 26,375,436 26,515,266 27,608,000 27,608,000 27,188,425
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 30,947,582 29,661,614 32,846,217 37,787,000 37,787,000 39,269,477 Total 30,947,582 29,661,614 32,846,217 37,787,000 37,787,000 39,269,477
109 Department of Finance
Debt Management
Storm Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 248,858 251,300 251,300 253,000 253,000 238,905 Total 248,858 251,300 251,300 253,000 253,000 238,905
Municipal Garage
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 212,700 200,184 194,875 188,000 188,000 180,500 Total 212,700 200,184 194,875 188,000 188,000 180,500
Property Mangement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 1,303,404 1,249,639 1,270,435 1,333,000 1,333,000 1,150,371 Total 1,303,404 1,249,639 1,270,435 1,333,000 1,333,000 1,150,371
Facility Operations
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Debt, Transfers & Other 3,332,810 3,435,510 286,975 290,000 290,000 287,713 Total 3,332,810 3,435,510 286,975 290,000 290,000 287,713
110 Department of Finance
ERP The ERP team operates, maintains and enhances the SAP-ERP accounting software system to provide accurate, real-time financial, procurement, payroll and HR information to all City departments. Additionally, the team is responsible for training system users city-wide.
Funding Sources The ERP team expenditures are distributed across all major operating funds. The division includes 1.00 FTE.
2021 Highlights Labor accounts for 34.22% of the division’s expenditures.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 173,408 68,571 69,576 134,905 70,199 87,069 Overtime 5,102 4,375 11,949 1,050 1,050 5,000 Pension 20,585 10,069 11,002 19,034 9,975 12,890 Employment Taxes & Medical 46,651 25,675 19,663 28,879 14,510 14,683 Other Personnel 550 550 550 1,100 550 550 Supplies 3,848 59 494 - - - Services 118,377 376,133 259,499 201,539 231,046 231,090 Capital ------Debt, Transfers & Other ------Total 368,520 485,431 372,734 386,507 327,330 351,282
Finance ERP by Fund
Fund 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed General 368,520 485,431 372,734 386,507 327,330 351,282 Street Construction, Maintenance & Repair 23,096 15,767 16,302 20,919 20,919 26,152 Federal Grants - - - 6,594 - - Special Assessment 90,094 64,503 54,331 69,718 69,718 51,241 Capital Improvement 77,599 54,336 30,601 39,267 39,267 11,101 Water 125,949 93,281 84,169 108,005 108,005 87,601 Sewer 123,556 89,972 86,582 111,102 111,102 76,029 Storm Water 12,806 9,908 9,538 12,239 12,239 15,335 Utility Administration 23,991 18,041 15,900 20,402 20,402 24,938 Municipal Tow Lot 4,146 2,934 2,799 3,592 3,592 1,552 Workers Compensation 14,672 9,471 7,035 9,027 9,027 10,250 Information & Communication Technology 8,575 6,956 5,475 7,026 7,026 10,452 Storeroom & Printshop 1,461 892 484 621 621 711 Municipal Garage 20,976 13,493 10,786 13,840 13,840 17,080 Facility Operations 11,298 7,937 3,267 4,192 4,192 4,675 Risk Management 3,279 2,684 2,175 2,791 2,791 4,553 Healthcare Internal Service - - - - - 60,866 Total 910,018 875,605 702,177 815,842 750,071 753,818
111 Department of Law The Department of Law is responsible for delivering high quality legal service consistent with the highest standard of professional responsibility. Pursuant to the City Charter, the Law Department represents the City in all legal matters. The Law Department is comprised of three sections:
Litigation Section Defends and represents the City, its officials and employees in cases in all courts including Common Pleas, Court of Appeals, Federal District Court, Ohio State Supreme Court and U.S. Supreme Court.
General Section Reviews and writes contracts, assists with economic development and utility issues and advises on internal legal matters.
Prosecutor’s Office Prosecutes misdemeanor criminal offenses occurring within the Toledo, Washington Township and Ottawa Hills jurisdictions.
Funding Sources: The Law Department is funded by the General Fund, the Risk Management internal service fund and the Utility Administrative Services Fund. Additionally, one position is partially grant funded through the Community Development Block Grant. Proposed capital projects are funded through the Capital Improvement Fund.
2021 Highlights The 2021 budget funds 31.26 total FTEs across all sections. In addition to personnel, the Law Department’s General Fund budget allocates $200,479 for services and supplies including funds for intern services, labor arbitration expenses, various publications and continuing legal education for attorneys. A budget of $3,099,610 is allocated for risk management, which includes insurance premiums for insurance policies, and anticipation of potential settlements of pending cases.
Law
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Assistant - 1.00 1.00 1.00 Administrative Specialist 2 2.00 2.00 2.00 2.00 Attorney 10.00 10.00 9.00 9.00 Chief-Legal Section 2.00 3.00 3.00 3.00 Clerk 3 - 1.00 - 0.75 Director-Administrative Services 1.00 1.00 1.00 1.00 General Counsel 2.00 1.00 1.00 1.00 Mayor's Assistant 1 - 1.00 - - Mayor's Assistant 2 1.00 - - - Secretary 2 3.00 3.00 3.00 2.00 Secretary 3 1.00 - - - Senior Attorney 11.00 11.00 11.00 11.51 Total 33.00 34.00 31.00 31.26
112 Department of Law
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 1,769,457 1,563,588 1,614,321 1,838,075 1,413,145 1,550,331 Overtime ------Pension 236,868 208,902 224,349 257,254 197,561 217,046 Employment Taxes & Medical 417,889 278,796 320,095 367,549 289,070 292,809 Other Personnel 6,160 1,210 1,375 1,760 1,760 1,485 Supplies 17,379 17,828 39,756 16,705 19,705 18,800 Services 113,888 97,789 136,649 177,382 145,936 181,679 Capital ------Debt, Transfers & Other ------Total 2,561,640 2,168,113 2,336,546 2,658,725 2,067,176 2,262,150
Federal Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 37,877 32,690 41,926 37,806 47,268 39,678 Overtime ------Pension 5,276 4,660 5,806 5,293 17,203 5,555 Employment Taxes & Medical 9,368 8,520 14,878 9,246 24,936 9,219 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 52,521 45,870 62,610 52,345 89,406 54,453
113 Department of Law
Utility A dministration
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 175,274 203,207 211,254 179,469 179,469 188,316 Overtime ------Pension 24,112 28,441 29,561 25,126 25,126 26,364 Employment Taxes & Medical 45,539 38,265 30,959 32,354 32,354 32,089 Other Personnel 550 550 550 - - - Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 245,474 270,463 272,325 236,949 236,949 246,769
Risk Management
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 201,464 241,147 294,432 405,238 581,689 653,074 Overtime ------Pension 28,198 33,779 40,796 56,733 81,157 91,430 Employment Taxes & Medical 44,267 55,968 80,134 84,660 115,554 118,243 Other Personnel 990 990 825 1,540 1,540 1,265 Supplies ------Services 779,150 1,583,650 1,209,314 1,627,210 2,106,940 2,235,597 Capital ------Debt, Transfers & Other ------Total 1,054,069 1,915,534 1,625,501 2,175,381 2,886,880 3,099,610
114 Department of Neighborhoods
The Department of Neighborhood and Business Development is responsible for business support and fostering housing and neighborhood development to enhance the quality of life for Toledoans. The Department of Neighborhood includes 3 divisions: Neighborhood Administration, Housing, and Code Enforcement.
Neighborhoods 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 16100-Neighborhoods Administration 15.50 15.50 15.50 16.00 16200-Housing Division 24.50 25.00 25.00 23.00 56400-Code Enforcement 22.00 23.00 20.16 20.00 Department Total 62.00 63.50 60.66 59.00
Neighborhoods A dministration
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 2 1.00 1.00 1.00 2.00 Administrative Analyst 4 1.00 1.00 1.00 1.00 Administrative Assistant - 1.00 1.00 1.00 Administrative Technician - 1.00 1.00 1.00 Administrative Technician 1 1.00 - - - Clerk Specialist 1 1.00 1.00 1.00 1.00 Clerk Specialist 2 4.00 4.00 4.00 3.00 Commissioner-Administrative Services 1.00 1.00 1.00 1.00 Director-Administrative Services - 1.00 1.00 1.00 Planning Technician 0.50 0.50 0.50 - Program Monitoring Specialist 3.00 2.50 2.50 3.00 Secretary 3 1.00 - - - Senior Accountant 1.00 1.00 1.00 1.00 Staff Accountant 1.00 0.50 0.50 1.00 Total 15.50 15.50 15.50 16.00 Housing
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrator-Administrative Services 2 1.00 1.00 1.00 1.00 Administrative Specialist 2 - - - 1.00 Clerk Specialist 1 2.00 2.00 2.00 2.00 Commissioner-Administrative Services 1.00 - - 1.00 Deputy Director - 1.00 1.00 - Financial Assistance Specialist 1.00 1.00 1.00 1.00 Historical Review Specialist 1.00 1.00 1.00 1.00 Historical/Environmental Officer 1.00 1.00 1.00 1.00 Manager-Administrative Services 3.00 4.00 4.00 4.00 Neighborhood Development Specialist 5.00 5.00 5.00 4.00 Program Monitoring Specialist - - - 1.00 Rehabilitation Projects Officer 1.00 1.00 1.00 1.00 Rehabilitation Specialist 2.00 2.00 2.00 1.00 Rehabilitation Technician 4.50 4.00 4.00 3.00 Relocation Officer 1.00 1.00 1.00 - Secretary 2 1.00 1.00 1.00 1.00 Total 24.50 25.00 25.00 23.00
115 Department of Neighborhoods
Code Enforcement
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Specialist 3 - 1.00 - - Administrative Technician 2 - 1.00 0.58 - Building And Grounds Maintenance Worker 1.00 - - - Clerk Specialist 1 1.00 1.00 1.00 1.00 Clerk Specialist 2 2.00 2.00 1.58 1.00 Code Compliance Inspector 1 6.00 6.00 6.00 6.00 Code Compliance Inspector 2 5.00 5.00 4.00 5.00 Commissioner-Public Services 1.00 1.00 1.00 1.00 Maintenance Worker 2 - - - 2.00 Maintenance Worker I 2.00 2.00 2.00 - Manager-Public Services 1.00 1.00 1.00 1.00 Supervisor-Code Compliance 1.00 3.00 3.00 3.00 Supervisor-Recreation 2.00 - - - Total 22.00 23.00 20.16 20.00
2021 Proposed Budget -Neighborhoods
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 829,570 2, 668,252 - - - - 3,497,822 Overtime 5,000 - - - - - 5,000 Pension 116,840 370,992 - - - - 487,832 Employment Taxes & Medical 187,147 650,929 - - - - 838,076 Other Personnel 1,056 12,694 - - - - 13,750 Supplies 48,099 38,930 - - - - 87,029 Services 1,522,836 1,003,150 - - - - 2,525,986 Capital ------Debt, Transfers & Other 500,000 15,995,849 - - - - 16,495,849 Total 3,210,548 20,740,796 - - - - 23,951,344
116 Department of Neighborhoods
Neighborhood Administration Neighborhood Administration provides administration and monitoring of CDBG, ESG, and other federal funds through the U.S. Department of Housing and Urban Development Community Block Grant Program (CDBG). Neighborhood Administration works with partner agencies to provide grant funded services. These annual grants are awarded to qualified cities, urban counties and states to develop viable urban communities. Divisional activities are primarily funded by these grants with additional support from General Fund for costs that are not grant funded.
Funding Sources Division of Division of Neighborhood Administration’s personnel and operating supplies and services are supported by the General Fund, CDBG Fund, and other operating grants. The division includes 16.00 FTEs.
2021 Highlights Labor accounts for 33.20% of the division’s proposed 2021 General Fund expenditures.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 7,896 9,627 7,572 125,506 125,416 139,036 Overtime ------Pension 1,105 1,346 1,054 17,571 17,558 19,465 Employment Taxes & Medical 1,448 1,241 716 16,259 16,258 16,020 Other Personnel ------Supplies - - - 6,000 6,000 6,000 Services - - - 45,000 45,000 363,291 Capital ------Debt, Transfers & Other 35,000 (35,000) - - - - Total 45,450 (22,786) 9,342 210,336 210,232 543,812
Federal Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 749,573 687,556 620,366 823,069 1,612,408 887,667 Overtime 1,023 (30) 290 - 397 - Pension 105,677 95,350 86,308 114,100 421,086 121,710 Employment Taxes & Medical 188,915 200,407 174,103 205,424 547,019 212,378 Other Personnel 2,910 3,828 3,214 4,400 11,072 4,950 Supplies 15,091 5,026 (8,395) 4,200 21,229 3,113 Services 281,408 114,573 50,245 112,242 703,926 3,750 Capital ------Debt, Transfers & Other 26,472 310 71 1,338,338 655,003 341,567 Total 1,371,069 1,107,021 926,202 2,601,773 3,972,140 1,575,135
117 Department of Neighborhoods
Neighborhood Administration
Operation Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 4,886 2,471 42 - - - Overtime 11 5 - - - - Pension 685 346 6 - - - Employment Taxes & Medical 1,210 809 30 - - - Other Personnel 22 22 11 - (11) - Supplies ------Services - 8,750 - - 122,643 - Capital ------Debt, Transfers & Other 473,541 925,489 655,069 632,768 3,585,147 4,352,295 Total 480,355 937,893 655,157 632,768 3,707,779 4,352,295
118 Department of Neighborhoods
Housing Housing provides low-to-moderate residents housing opportunities. Programs funded and monitored by this division include homeowner training and down payment assistance, Owner occupied home Repair, Rental Repair and Lead Safe home repair and funding for low to moderate income housing construction projects. Funding sources are HOME, HUD Lead Safe , and NSP grants with additional support from General Fund for costs that are not grant eligible.
Funding Source Division of Division of Neighborhood Administration’s personnel and operating supplies and services are supported by the General Fund, CDBG Fund, HOME Fund, and other operating grants. The division includes 23.00 FTEs.
2021 Highlights The proposed budget includes funding to support lead related activates, including $500,000 for lead programs and outreach activities.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 95 - 1,066 80,019 79,929 81,182 Overtime ------Pension 14 - 149 11,203 11,190 11,366 Employment Taxes & Medical 1,119 444 508 15,199 15,198 15,054 Other Personnel ------Supplies - - - 25,000 25,000 25,000 Services - - 25,000 25,000 25,000 357,023 Capital ------Debt, Transfers & Other 218,574 - - - - 500,000 Total 219,803 444 26,723 156,421 156,317 989,625
Federal Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 955,312 663,716 812,563 1,163,368 1,315,619 971,653 Overtime - - 1,241 - - - Pension 134,128 92,813 104,090 162,871 292,190 136,031 Employment Taxes & Medical 246,169 224,365 228,827 269,946 529,112 238,149 Other Personnel 4,654 4,906 4,030 6,470 9,000 5,875 Supplies 4,679 21,591 12,557 300 78,803 - Services 72,466 182,281 262,995 340,407 1,252,105 10,583 Capital ------Debt, Transfers & Other 854,091 585,798 371,477 473,805 2,834,336 500,000 Total 2,271,498 1,775,470 1,797,779 2,417,167 6,311,164 1,862,291
119 Department of Neighborhoods
Housing
Operation Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 32,529 431,201 194,682 220,181 255,239 203,046 Overtime ------Pension 4,553 60,282 27,238 30,825 25,507 28,426 Employment Taxes & Medical 8,050 56,710 60,145 48,084 77,687 44,307 Other Personnel 259 776 627 77 627 495 Supplies - 5,916 4,089 30,782 34,653 21,217 Services - 13,049 16,452 192,346 203,121 178,596 Capital ------Debt, Transfers & Other 291,132 370,481 674,951 1,182,029 2,644,858 518,023 Total 336,523 938,415 978,184 1,704,323 3,241,692 994,110
Toledo Home Program
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 66,693 67,727 72,970 111,384 219,642 133,858 Overtime - - 140 - (76) - Pension 8,984 9,483 10,207 15,594 75,351 18,740 Employment Taxes & Medical 17,026 18,289 20,744 25,250 67,762 29,565 Other Personnel 339 369 369 603 1,386 780 Supplies 16,490 2,272 6,163 17,000 21,865 2,100 Services 15,713 3,352 2,845 21,421 31,229 - Capital ------Debt, Transfers & Other 1,584,185 2,302,558 1,275,516 1,872,068 7,433,142 3,084,099 Total 1,709,430 2,404,049 1,388,954 2,063,320 7,850,301 3,269,142
120 Department of Neighborhoods
Code Enforcement Code Enforcement manages the inspection, citation and remediation of code enforcement violations within the City of Toledo. This includes assisting with grass cutting program management, board- up and trash cleanup of properties in violation, and coordination of community cleanup and recycling events with community groups and organizational partners. Code Enforcement staff also provide administrative support for demolition activities.
Funding Source The Division of Code Enforcement personnel and operating supplies and services are supported by the General Fund and the CDBG Fund. The division includes 20.00 FTEs.
2021 Highlights The Division’s General Fund budget for labor expenditures totals 51.50% of its total operating budget. Code Enforcement’s non-labor budget includes funds for blight remediation and demolition activities.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 467,896 493,626 630,495 712,791 595,497 609,352 Overtime 6,348 7,643 7,407 15,000 15,000 5,000 Pension 55,587 66,406 87,976 101,891 85,217 86,009 Employment Taxes & Medical 117,817 123,129 151,989 188,064 169,092 156,072 Other Personnel 55 385 462 1,562 1,012 1,056 Supplies 17,611 19,565 16,779 19,623 19,123 17,099 Services 375,231 946,872 1,005,077 594,122 552,572 790,485 Capital ------Debt, Transfers & Other 117,797 - - - - - Total 1,158,342 1,657,626 1,900,186 1,633,052 1,437,514 1,665,073
Federal Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 520,405 478,323 337,691 468,852 800,379 461,381 Overtime 6,644 3,792 5,093 - 980 - Pension 74,458 67,791 29,553 65,639 303,085 64,593 Employment Taxes & Medical 127,947 128,587 118,818 130,014 312,385 123,040 Other Personnel 1,045 1,265 1,188 1,188 2,376 594 Supplies 25,101 15,323 5,635 12,500 33,010 12,500 Services 735,956 347,227 504,360 442,477 1,208,302 822,258 Capital ------Debt, Transfers & Other - 366,023 - - 289,149 - Total 1,491,555 1,408,330 1,002,338 1,120,670 2,949,665 1,484,366
121 Department of Neighborhoods
Code Enforcement
Expendable Trusts
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - - 18,707 - 10,649 Overtime ------Pension - - - 2,619 - 1,491 Employment Taxes & Medical - - - 6,912 - 3,489 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total - - - 28,238 - 15,629
Third Party Partners
Third Party Partners - Federal Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other 1,664,815 2,082,871 2,400,582 2,587,638 7,672,087 7,199,865 Total 1,664,815 2,082,871 2,400,582 2,587,638 7,672,087 7,199,865
122 Department of Human Resources The Human Resources Department supports its sister departments in all aspects of the employer- employee relationship. Responsible for employee selection and evaluation, benefits administration, union/employee relations, workers’ compensation, and training. The Human Resources Department facilitates the delivery of City services by selecting, developing, and retaining the City’s most valuable resource: a productive and competent workforce. Funding Sources The Department of Human Resources’ operating expenditures and personnel are funded primarily by the General Fund. Funding allocated in the Workers’ Compensation Fund covers the City’s payments to the State of Ohio. The department also funds a portion of its labor, services and supplies costs in this fund. 2021 Highlights The 2021 budget funds 19.00 FTEs for the Department of Human Resources, including 3 members of the Civil Service Commission. Labor expenditures are 50.79% of the department’s General Fund Budget. Non-personnel budget in the General Fund totals $1,038,763 and supports on-boarding costs for new employees, testing costs for promotions in the safety forces, training materials for all departments, as well as employee engagement activities.
HR
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 1 - 4.00 3.00 - Administrative Analyst 2 7.00 2.00 2.00 4.00 Administrative Analyst 3 1.00 2.00 2.00 2.00 Administrative Analyst 4 - - - 1.00 Administrative Assistant - 1.00 1.00 1.00 Administrative Specialist 1 1.00 - - - Administrative Specialist 2 - 1.00 1.00 - Administrative Specialist 3 - - - 1.00 Administrative Technician 2 1.00 1.00 0.58 - Board Member-Civil Service Commission 3.00 3.00 3.00 3.00 Chief-Bargaining & Representation 1.00 1.00 1.00 - Clerk 3 - - - 1.00 Deputy Director - - - 1.00 Director-Administrative Services 1.00 1.00 1.00 1.00 Manager-Administrative Services 2.00 4.00 3.00 3.00 Senior Attorney - - - 1.00 Total 17.00 20.00 17.58 19.00
123 Department of Human Resources
2021 Proposed Budget -Human Resources
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 776,229 24,938 - - 49,875 336,540 1,187,582 Overtime 1,000 - - - - - 1,000 Pension 108,812 3,491 - - 6,983 47,116 166,402 Employment Taxes & Medical 182,737 4,364 - - 8,727 74,947 270,774 Other Personnel 3,300 - - - - 2,200 5,500 Supplies 41,550 - - - - 3,450 45,000 Services 997,213 - - - - 49,077,357 50,074,570 Capital ------Debt, Transfers & Other ------Total 2,110,840 32,792 - - 65,585 49,541,610 51,750,827
General
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 554,512 476,475 471,734 748,114 612,318 776,229 Overtime 199 21 200 1,000 1,000 1,000 Pension 69,081 66,214 65,146 104,876 85,865 108,812 Employment Taxes & Medical 166,338 129,696 140,984 196,092 167,314 182,737 Other Personnel 3,740 2,420 3,300 4,400 3,850 3,300 Supplies 10,512 12,499 16,170 25,620 37,132 41,550 Services 361,179 422,996 371,399 754,006 623,149 997,213 Capital ------Debt, Transfers & Other ------Total 1,165,562 1,110,321 1,068,934 1,834,109 1,530,627 2,110,840
Street Construction, Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 11,949 12,643 14,393 14,695 14,695 16,625 Overtime ------Pension 1,670 1,735 1,996 2,057 2,057 2,328 Employment Taxes & Medical 2,782 4,639 2,727 2,911 2,911 2,909 Other Personnel 110 110 - - - - Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 16,511 19,127 19,115 19,664 19,664 21,862
124 Department of Human Resources
Utility A dministration
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 35,848 37,930 43,178 44,044 44,044 49,875 Overtime ------Pension 5,010 5,204 5,987 6,166 6,166 6,983 Employment Taxes & Medical 8,296 9,440 8,183 8,726 8,726 8,727 Other Personnel 330 330 - - - - Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total 49,484 52,904 57,348 58,936 58,936 65,585
Workers' Compensation
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 258,306 279,232 340,281 342,286 320,750 267,621 Overtime 802 - - - - - Pension 27,624 35,914 41,577 47,920 44,345 37,467 Employment Taxes & Medical 46,475 49,357 71,995 75,509 69,724 60,599 Other Personnel 1,815 1,485 1,650 2,200 2,200 1,650 Supplies - 1,492 4,252 8,950 8,950 3,450 Services 6,615,740 5,491,385 5,555,413 6,923,164 6,923,164 6,608,099 Capital ------Debt, Transfers & Other ------Total 6,950,762 5,858,865 6,015,168 7,400,029 7,369,132 6,978,886
125 Department of Human Resources
Healthcare Internal Service
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - - - - 68,919 Overtime ------Pension - - - - - 9,649 Employment Taxes & Medical - - - - - 14,347 Other Personnel - - - - - 550 Supplies ------Services - - - 42,450,000 42,450,000 42,469,258 Capital ------Debt, Transfers & Other ------Total - - - 42,450,000 42,450,000 42,562,723
126 Department of Information & Communications Technology
The Department of Information and Communications Technology (ICT) delivers enterprise software, infrastructure and security services for all City departments. Since 2020 the department has also included Engage Toledo.
Funding Sources As an internal service department, ICT is funded through user charges assessed to other departments and divisions for telecommunication and computer support services.
2021 Highlights The ICT 2021 budget supports 33.77 FTEs. ICT staff provide 24 hour support to the City’s departments and divisions that support the citizens of Toledo. The Engage Toledo staff provide 24/7/365 customer service for City service requests and issues.
Department of Information & Communications Technology Total
Funds Center Name 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 17500-Information & Communications Technology 17.75 23.08 19.50 20.50 17600-Engage Toledo - 18.50 15.00 13.27 Total 17.75 41.59 34.50 33.77
Information & Communications Technology
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Assistant - 1.00 1.00 1.00 Administrator-Administrative Services 1 - 0.75 - - Administrator-Administrative Services 2 3.00 3.00 3.00 3.00 Administrator-Administrative Services 3 - 1.00 1.00 1.00 Clerk Specialist 2 2.00 2.00 2.00 2.00 Commissioner-Administrative Services 1.00 - - - Data Communications Specialist 2.00 2.00 2.00 3.00 Data Communications Technician 1.00 1.00 1.00 - Deputy Director - 0.83 - - Director-Administrative Services 1.00 1.00 1.00 1.00 End User Support Technician - 0.50 0.50 0.50 Gis Analyst 1 3.00 3.00 2.00 2.00 Manager-Administrative Services 0.75 4.00 3.00 3.00 Manager-Public Services 1.00 1.00 1.00 1.00 Programmer/Analyst 1.00 1.00 1.00 1.00 Secretary 3 1.00 - - - Senior Professional Engineer 1.00 1.00 1.00 1.00 Software Support Specialist - - - 1.00 Total 17.75 23.08 19.50 20.50
127 Department of Information & Communications Technology Engage Toledo
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Commissioner-Public Services - 1.00 1.00 0.50 Customer Service Contact Center Representative-Et - 15.00 13.00 11.77 Customer Service Contact Center Supervisor-Et - 2.00 1.00 1.00 Manager-Public Services - 0.50 - - Total - 18.50 15.00 13.27
2021 Proposed Budget -Information & Communications Technology
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 122,429 - - - - 1,476,410 1,598,839 Overtime 50,000 - - - - 25,000 75,000 Pension 24,540 - - - - 210,197 234,737 Employment Taxes & Medical 57,592 - - - - 295,332 352,924 Other Personnel 3,950 - - - - 6,338 10,288 Supplies 19,850 - - - - 304,600 324,450 Services 6,956 - - - - 4,820,979 4,827,935 Capital - - - 4,030,000 - - 4,030,000 Debt, Transfers & Other ------Total 285,317 - - 4,030,000 - 7,138,857 11,454,174
Capit al Impr ov ement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services 197,038 263,043 653,292 - 2,829,409 - Capital - - - 1,900,000 - 4,030,000 Debt, Transfers & Other ------Total 197,038 263,043 653,292 1,900,000 2,829,409 4,030,000
128 Department of Information & Communications Technology
Information & Communications Technology Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 1,013,144 885,839 1,008,973 1,620,757 1,350,484 1,476,410 Overtime 5,407 3,995 17,889 25,000 25,000 25,000 Pension 141,233 123,388 142,736 230,406 192,568 210,197 Employment Taxes & Medical 235,991 192,962 226,204 334,669 282,447 295,332 Other Personnel 6,101 5,500 5,500 6,338 5,788 6,338 Supplies 195,635 255,502 213,943 415,300 355,700 304,600 Services 3,271,694 2,962,641 2,798,048 4,841,905 4,620,905 4,820,979 Capital ------Debt, Transfers & Other ------Total 4,869,206 4,429,828 4,413,293 7,474,375 6,832,892 7,138,857
Engage Toledo
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - - 91,373 64,533 122,429 Overtime - - - 44,839 44,839 50,000 Pension - - - 139,865 112,616 24,540 Employment Taxes & Medical - - - 262,066 212,390 57,592 Other Personnel - - - 3,950 3,950 3,950 Supplies - - - 9,980 8,500 19,850 Services - - - 44,141 42,641 6,956 Capital ------Debt, Transfers & Other ------Total - - - 596,214 489,469 285,317
129 Department of Public Service The Department of Public Service strives to provide quality, efficient and timely services to the citizens of the City of Toledo in the most cost-effective manner through the utilization of innovative practices, state-of-the- art technology and a courteous, well-trained workforce. The department is responsible for snow and ice control, leaf collection, bridge, street and traffic control maintenance, management of the City’s landfill, and operation of the City’s parks and recreational facilities. Additionally, the department includes the Division of Facility and Fleet Operations which provides vehicle and facility management for other City departments. The Department of Public Service is comprised of the following five divisions: Transportation, Streets, Bridges and Harbor, Solid Waste, Facility and Fleet Operations and the Division of Parks, Recreation and Forestry.
2021 Proposed Budget -Public Service
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 1,603,166 13,803,205 - 765,467 255,571 4,484,813 20,912,223 Overtime 102,969 1,887,503 - 21,508 22,330 351,787 2,386,097 Pension 223,175 2,341,555 - 108,784 38,906 643,510 3,355,931 Employment Taxes & Medical 372,646 4,273,724 - 174,870 84,079 1,238,721 6,144,041 Other Personnel 9,417 137,902 - 4,905 675 41,346 194,245 Supplies 270,124 6,319,784 - 36,394 - 5,748,441 12,374,743 Services 10,520,449 15,256,682 - 157,256 - 2,291,634 28,226,021 Capital - 495,000 - 5,218,002 - - 5,713,002 Debt, Transfers & Other 215,260 - - - - 349,000 564,260 Total 13,317,206 44,515,356 - 6,487,186 401,562 15,149,253 79,870,563
Department of Public Service
Division 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 22500-Transportation 48.00 48.00 48.00 48.00 23100-Streets, Bridges & Harbor 185.63 203.00 200.00 205.52 24500-Waste Disposal 14.00 14.00 14.00 14.00 25000-Fleet Operations 65.40 66.40 60.82 65.20 26100-Facility Operations 22.60 22.60 19.68 22.60 60300-Recreation 5.75 5.50 5.08 4.00 60500-Parks & Forestry 73.51 80.25 76.75 74.75 Total 414.89 439.74 424.32 434.07
130 Department of Public Service Transportation
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Operations Officer 1.00 1.00 1.00 1.00 Administrative Specialist - - - 1.00 Clerk Specialist 1 1.00 1.00 1.00 1.00 Clerk Specialist Ii - - - 1.00 Commissioner-Public Services 1.00 1.00 1.00 1.00 Drafter 1.00 - - - Engineering Associate 2.00 2.00 2.00 2.00 Equipment Operator 2.00 2.00 2.00 2.00 Intermediate Traffic Technician 1.00 1.00 1.00 1.00 Painter 3.00 3.00 3.00 3.00 Professional Engineer 1.00 - - - Secretary 2 1.00 1.00 1.00 - Senior Professional Engineer 2.00 2.00 2.00 2.00 Senior Storekeeper 1.00 1.00 1.00 1.00 Senior Traffic Signal Technician 3.00 3.00 3.00 3.00 Senior Traffic Technician 3.00 3.00 3.00 3.00 Sign Painter 2.00 2.00 2.00 2.00 Sign Poster 2.00 2.00 2.00 2.00 Staff Professional Engineer 1.00 2.00 2.00 2.00 Superintendent-Sign Shop 1.00 1.00 1.00 1.00 Superintendent-Traffic Signals 1.00 1.00 1.00 1.00 Supervisor-Instrumentation 1.00 1.00 1.00 1.00 Supervisor-Traffic Signs And Painting 1.00 1.00 1.00 1.00 Traffic Signal Technician 11.00 11.00 11.00 11.00 Traffic Technician 2.00 2.00 2.00 2.00 Utility Worker 3.00 4.00 4.00 3.00 Total 48.00 48.00 48.00 48.00
Streets, Bridges & Harbor
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Assistant - 1.00 1.00 1.00 Administrative Operations Officer 1.00 1.00 1.00 1.00 Administrator-Public Services 1 1.00 - - - Bridge Mechanic 9.00 9.00 9.00 9.00 Bridge Operator 5.00 5.00 5.00 5.00 Building & Grounds Maintenance 1.00 2.00 2.00 2.00 Clerk Specialist 1 5.00 2.00 2.00 2.00 Clerk Specialist 2 1.00 1.00 1.00 2.00 Commissioner-Public Services 1.00 1.00 1.00 1.00 Deputy Director-Public Services - 1.00 - 1.00 Director-Public Services 1.00 1.00 1.00 1.00 Engineering Associate 1.00 1.00 1.00 1.00 Equipment And Records Technician 1.00 1.00 1.00 1.00 General Foreman-Streets 10.12 11.00 11.00 11.00 Gis Analyst 1 1.00 1.00 1.00 1.00 Heavy Equipment Operator 1 6.00 15.00 15.00 15.00 Heavy Equipment Operator 2 40.00 31.00 31.00 31.00
131 Department of Public Service Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Mail Clerk - 1.00 1.00 1.00 Maintenance Worker 2 - 84.00 84.00 84.00 Maintenance Worker I 69.40 - - 1.00 Manager-Administrative Services 1.00 1.00 - - Manager-Public Services 4.00 4.00 4.00 3.00 Professional Engineer 1.00 1.00 1.00 1.00 Public Information Officer - - - 0.50 Safety & Training Specialist 1.00 2.00 1.00 2.00 Secretary 2 1.00 1.00 1.00 1.00 Secretary 3 1.00 - - - Senior Bridge Mechanic 3.00 3.00 3.00 3.00 Senior Building And Grounds Maintenance Worker 1.00 1.00 1.00 1.00 Senior Construction Technician - 2.00 2.00 2.00 Senior Professional Engineer 1.00 1.00 1.00 1.00 Senior Storekeeper 2.00 2.00 2.00 2.00 Staff Professional Engineer 1.00 1.00 1.00 1.00 Storekeeper 1.00 1.00 1.00 1.00 Street Maintenance Technician 11.11 11.00 11.00 12.00 Superintendent-Streets 1.00 1.00 1.00 1.00 Supervisor-Bridge Maintenance 1.00 1.00 1.00 1.00 Supervisor-Storeroom - - - 1.00 Supervisor-Street Operations 1.00 1.00 1.00 1.00 Total 185.63 203.00 200.00 205.52
Waste Disposal
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Specialist 1.00 1.00 1.00 1.00 Heavy Equipment Mechanic 1.00 1.00 1.00 1.00 Intermediate Clerk 1.00 1.00 1.00 1.00 Landfill Equipment Operator 6.00 6.00 6.00 6.00 Lead Landfill Equipment Operator - - - 0.50 Manager-Public Services 1.00 1.00 1.00 1.00 Senior Professional Engineer 1.00 1.00 1.00 1.00 Superintendent-Waste Disposal 1.00 1.00 1.00 0.50 Tandem Truck Driver 1.00 1.00 1.00 1.00 Utility Worker 1.00 1.00 1.00 1.00 Total 14.00 14.00 14.00 14.00
132 Department of Public Service Fleet Operations Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Operations Officer - 0.60 0.60 0.60 Administrative Specialist 0.60 - - - Administrator-Public Services 1 1.00 1.00 1.00 1.00 Automotive Repair Technician 29.00 29.00 29.00 29.00 Automotive Service Worker 16.00 17.00 12.00 16.00 Clerk Specialist 1 1.60 1.60 1.18 1.00 Clerk Specialist 2 2.00 2.00 2.00 3.00 Commissioner-Public Services 0.60 0.60 0.60 0.60 Equipment And Records Technician 1.00 1.00 1.00 1.00 Motor Equipment Technician 2.00 2.00 2.00 2.00 Secretary 2 0.60 0.60 0.44 - Supervisor-Automotive Maintenance 5.00 5.00 5.00 5.00 Supervisor-Vehicle Parts 1.00 1.00 1.00 1.00 Utility Worker 1.00 1.00 1.00 1.00 Vehicle Parts Storekeeper 3.00 3.00 3.00 3.00 Welder-Blacksmith 1.00 1.00 1.00 1.00 Total 65.40 66.40 60.82 65.20
Facility Operations Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Operations Officer - 0.40 0.40 0.40 Administrative Specialist 0.40 - - - Administrator-Public Services 1 1.00 1.00 1.00 1.00 Building And Grounds Maintenance Worker 3.00 3.00 2.16 3.00 Carpenter 3.00 3.00 2.58 3.00 Clerk Specialist 1 0.40 0.40 0.40 0.40 Clerk Specialist 2 1.00 1.00 1.00 1.00 Commissioner-Public Services 0.40 0.40 0.40 0.40 Electrician 2.00 2.00 1.00 2.00 Painter 2.00 2.00 1.58 2.00 Plumber-Steamfitter 2.00 2.00 2.00 2.00 Secretary 2 0.40 0.40 0.16 0.40 Senior Building And Grounds Maintenance Worker 1.00 1.00 1.00 1.00 Senior Storekeeper 1.00 1.00 1.00 1.00 Supervisor-Maintenance And Repair 2.00 2.00 2.00 2.00 Trades Mechanic 2.00 2.00 2.00 2.00 Utility Worker 1.00 1.00 1.00 1.00 Total 22.60 22.60 19.68 22.60
Recreation Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Technician 2 1.00 0.50 0.50 0.50 Athletic Activities Coordinator 1.00 1.00 0.58 - Building And Grounds Maintenance Worker 1.75 2.00 2.00 2.00 Manager-Public Services 1.00 1.00 1.00 0.50 Supervisor-Recreation 1.00 1.00 1.00 1.00 Total 5.75 5.50 5.08 4.00
133 Department of Public Service Parks and Forestry Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Operations Officer - - - 1.00 Administrative Services Officer 1 0.77 - - - Administrative Specialist 1.00 1.00 1.00 - Administrative Specialist 2 - 1.00 1.00 1.00 Administrative Technician 0.75 1.00 0.58 - Administrative Technician 2 1.00 1.50 1.10 0.50 Building And Grounds Maintenance Worker 8.00 9.00 9.00 9.00 Cemeteries Maintenance Worker 2.00 2.00 1.16 - Clerk Specialist 1 - (1.00) (1.00) - Clerk Specialist 2 2.00 3.00 3.00 3.00 Commissioner-Public Services 1.00 1.00 1.00 1.00 Equipment Repair Technician 3.00 1.00 0.58 1.00 Foreman-Cemeteries 1.00 1.00 0.58 - Foreman-Forestry - 2.00 2.00 2.00 Foreman-Parks 3.00 3.00 3.00 3.00 Forestry Crew Leader 9.00 10.00 10.00 10.00 Forestry Inspector 1.00 1.00 1.00 1.00 General Foreman-Forestry - 1.00 1.00 1.00 Landscape Maintenance Worker 4.00 6.00 6.00 6.00 Manager-Public Services 1.00 1.75 1.75 1.50 Public Services Officer 1 - 1.00 - 0.75 Public Services Officer 3 - 1.00 1.00 1.00 Secretary 2 1.00 - - - Senior Building And Grounds Maintenance Worker - 1.00 1.00 1.00 Senior Equipment Repair Technician 1.00 1.00 1.00 1.00 Senior Landscape Maintenance Worker 2.00 2.00 2.00 2.00 Senior Park Planner - 1.00 1.00 1.00 Superintendent-Parks 1.00 1.00 1.00 1.00 Supervisor-Forestry 3.00 - - - Tandem Truck Driver 1.00 1.00 1.00 1.00 Tree Maintenance Worker 1.00 1.00 1.00 1.00 Tree Service Worker 20.00 20.00 20.00 20.00 Utility Worker 5.00 5.00 5.00 4.00 Total 73.51 80.25 76.75 74.75
134 Department of Public Service
Division of Transportation The Division of Transportation provides and maintains safe and efficient traffic flow on public roadways in the City using accepted design practices and appropriate traffic control devices. The division is responsible for traffic control planning and design and operation and maintenance of traffic control devices and systems.
Funding Sources Transportation is funded with general fund dollars, street construction, maintenance and repair (SCM&R) dollars and capital improvement dollars.
2021 Highlights The Division of Transportation budget supports 48.00 FTEs with a total labor cost of $3,986,685 proposed for 2021. Transportation’s 2021 proposed budget includes $150,000 for continuing the ToleGO bike share program.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services - 112,500 200,000 150,000 150,000 150,000 Capital ------Debt, Transfers & Other ------Total - 112,500 200,000 150,000 150,000 150,000
Street Construction, Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 1,772,598 1,851,585 1,830,815 2,409,244 2,409,244 2,277,878 Overtime 82,063 71,955 89,636 90,464 90,464 88,548 Pension 245,272 258,626 273,097 318,371 318,371 317,052 Employment Taxes & Medical 546,727 475,981 543,537 584,716 584,716 568,055 Other Personnel 6,637 9,212 9,501 15,127 15,127 14,907 Supplies 442,794 382,213 444,726 542,420 568,955 542,420 Services 1,047,596 929,352 999,862 1,034,861 1,034,861 1,159,068 Capital - 390,665 75,507 30,000 31,300 30,000 Debt, Transfers & Other ------Total 4,143,687 4,369,587 4,266,681 5,025,203 5,053,038 4,997,928
135 Department of Public Service
Division of Transportation
Capital Improvement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 302,400 355,740 352,668 461,151 461,151 508,435 Overtime 9,694 9,522 10,617 22,539 22,539 21,508 Pension 43,450 50,907 50,665 63,963 63,963 72,800 Employment Taxes & Medical 97,744 87,209 94,770 97,780 97,780 113,780 Other Personnel 1,773 2,559 2,610 3,503 3,503 3,723 Supplies 66,268 286,463 3,547 7,594 8,694 7,594 Services 522 474,062 524,579 4,750 492,949 4,750 Capital - - 12,094 400,000 187,906 250,000 Debt, Transfers & Other ------Total 521,850 1,266,462 1,051,551 1,061,281 1,338,485 982,589
136 Department of Public Service
Division of Streets, Bridges and Harbor The Division of Streets, Bridges and Harbor (SB&H) is responsible for keeping the streets of the City safe for vehicular traffic throughout the year. Services include street and alley cleaning and repair, pothole repair, pavement restoration, snow & ice control, leaf collection, housing demolition, bridge operation, bridge and levee maintenance and repair, and numerous harbor related operations. Funding Sources The Division of Streets, Bridges and Harbor receives general, assessed, SCM&R and capital improvement funding. The division also completes utility cut restorations, which are reimbursed by the Water, Sewer and Storm Water enterprise funds. 2021 Highlights The 2021 budget for SB&H allocates $14,760,747 for labor expenditures and $16,394,439 for operating services and supplies and capital. The budget supports 205.52 FTEs who rotate seasonally between street maintenance and pothole repair, street sweeping, leaf collection and snow and ice control.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 34,721 27,922 89,874 138,630 87,158 117,556 Overtime - - 137 - - - Pension 5,406 5,311 12,043 19,408 12,202 16,458 Employment Taxes & Medical 5,731 7,050 18,449 26,315 17,461 21,761 Other Personnel 110 110 330 550 440 550 Supplies ------Services 139 - - - - - Capital ------Debt, Transfers & Other ------Total 46,106 40,394 120,834 184,903 117,261 156,325 Street Construction, Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 2,203,281 2,243,482 2,939,912 2,380,893 2,380,893 3,208,015 Overtime 432,136 624,362 820,327 327,385 327,385 324,445 Pension 360,763 394,980 563,373 653,070 653,070 702,049 Employment Taxes & Medical 748,128 645,035 982,727 1,265,963 1,265,963 1,369,315 Other Personnel 11,334 8,487 18,880 13,914 13,914 14,381 Supplies 788,299 1,840,020 2,200,407 2,432,235 2,432,235 2,446,042 Services 1,662,952 1,814,300 2,133,569 2,528,947 2,513,947 3,068,707 Capital 661,169 1,110 3,823 366,929 381,929 460,000 Debt, Transfers & Other ------Total 6,868,063 7,571,776 9,663,019 9,969,337 9,969,337 11,592,953
137 Department of Public Service
Division of Streets, Bridges and Harbor Special Assessment
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 3,578,649 3,298,176 3,601,464 4,859,275 4,859,275 4,884,083 Overtime 966,119 1,009,172 1,431,653 1,214,804 1,214,804 1,200,542 Pension 663,238 651,882 661,395 818,704 818,704 830,740 Employment Taxes & Medical 1,358,862 1,203,191 1,221,703 1,379,763 1,379,763 1,403,211 Other Personnel 32,785 44,853 54,330 97,662 97,662 97,662 Supplies 489,827 2,426,200 2,487,882 2,666,098 2,249,398 2,624,085 Services 6,766,375 6,529,293 6,697,036 7,038,641 7,455,341 7,201,356 Capital 620 256 416 5,842 5,842 5,000 Debt, Transfers & Other ------Total 13,856,474 15,163,023 16,155,879 18,080,789 18,080,789 18,246,678
Capit al Impr ov ement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 88,713 170,042 89,121 112,034 112,034 119,245 Overtime 21,725 45,931 39,967 - - - Pension 25,581 24,286 17,930 15,685 15,685 16,694 Employment Taxes & Medical 66,529 37,756 29,652 31,007 31,007 32,397 Other Personnel 207 368 477 83 83 83 Supplies 550,798 102,518 36,886 28,800 91,218 28,800 Services 3,403,573 1,212,070 3,334,681 10,450 3,712,117 10,450 Capital - 547,239 929,348 1,600,000 502,606 550,000 Debt, Transfers & Other ------Total 4,157,128 2,140,210 4,478,062 1,798,058 4,464,749 757,668
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 281,585 312,892 159,456 256,550 256,550 255,571 Overtime 118,502 132,436 35,954 22,330 22,330 22,330 Pension 41,040 58,146 27,888 39,043 39,043 38,906 Employment Taxes & Medical 137,392 121,743 66,686 83,915 83,915 84,079 Other Personnel 3,651 1,508 866 675 675 675 Supplies 138,000 145,947 70,077 1,100 1,100 - Services 13,388 18,101 7,996 7,500 7,500 - Capital ------Debt, Transfers & Other ------Total 733,559 790,774 368,923 411,113 411,113 401,562
138 Department of Public Service
Division of Streets, Bridges and Harbor
Capital Replacement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other 1,154,127 1,154,127 990,691 772,000 772,000 349,000 Total 1,154,127 1,154,127 990,691 772,000 772,000 349,000
139 Department of Public Service
Division of Solid Waste The Division of Solid Waste operates the City’s Hoffman Road landfill within regulatory compliance of the Ohio Environmental Protection Agency. Funding Sources The Division of Solid Waste is supported primarily by the General Fund. 2021 Highlights The Division of Solid Waste has proposed $5,203,935 in operating service and supply funds in 2021 to cover items including Ohio EPA fees, county tipping fees, and recycling costs. The solid waste budget funds 14.00 FTEs with a total personnel cost of $1,268,758.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 669,784 685,282 720,594 859,583 842,231 882,180 Overtime 33,574 34,837 35,780 40,359 40,359 60,020 Pension 92,466 96,661 100,288 113,499 111,070 119,388 Employment Taxes & Medical 190,341 156,597 183,934 200,549 200,297 200,518 Other Personnel 10,518 6,468 7,190 6,650 6,650 6,650 Supplies 138,196 45,411 53,415 58,780 58,780 181,545 Services 3,718,181 3,777,095 4,311,281 4,420,510 3,877,812 5,022,390 Capital ------Debt, Transfers & Other (6) - - - - - Total 4,853,054 4,802,352 5,412,483 5,699,930 5,137,198 6,472,693
Capit al Impr ov ement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services - 389,139 122,324 - 1,358,942 - Capital - 358,829 263,986 475,000 - 303,000 Debt, Transfers & Other ------Total - 747,968 386,310 475,000 1,358,942 303,000
140 Department of Public Service
Division of Facility and Fleet Operations The Division of Facility and Fleet Operations is an internal service division that keeps the City’s fleet and buildings continually operational. Fleet operations is responsible for maintenance, repair and fueling of the City’s fleet, as well as vehicle and equipment acquisition. Facility operations is responsible for building maintenance and repair and recommending facility design and construction. The unit ensures a healthy, functional, aesthetic and sustainable building environment for City employees and the public. Funding Sources The Division of Facility and Fleet Operations is funded through charges assessed to user divisions. Labor, supplies and service costs are budgeted in the Fleet Maintenance and Facility Operations internal service funds. 2021 Highlights The 2021 budget for fleet operations provides $6,548,943 for fuel, equipment, supplies and services to maintain the City’s fleet. In addition to this non-personnel budget, the budget also supports 65.20 FTEs with a total labor cost of $5,075,789. The internal service fund budget for facility operations allocates $1,684,389 for labor expenditures, covering 22.60 FTEs and allocates $1,491,132 for services and supplies.
Municipal Garage
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 2,624,391 2,749,694 2,968,633 2,848,415 2,588,817 3,339,022 Overtime 302,656 343,250 350,605 302,100 302,100 301,597 Pension 399,486 412,786 453,576 490,464 452,664 481,193 Employment Taxes & Medical 858,391 762,204 871,053 937,105 893,260 919,796 Other Personnel 23,735 30,587 33,223 34,510 34,510 34,180 Supplies 4,310,831 5,133,985 5,189,503 5,127,525 4,851,525 5,427,075 Services 907,460 950,576 1,017,483 1,109,818 1,070,818 1,121,868 Capital - - - - 120,000 - Debt, Transfers & Other ------Total 9,426,952 10,383,082 10,884,077 10,849,937 10,313,695 11,624,732
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services 518,567 560,212 456,752 699,475 664,965 696,600 Capital ------Debt, Transfers & Other ------Total 518,567 560,212 456,752 699,475 664,965 696,600
141 Department of Public Service
Division of Facility and Fleet Operations
Capital Improvement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies 17,780 - (5,530) - 54,535 - Services 525,961 455,853 891,824 127,582 567,778 142,056 Capital - - - 250,000 14,984 2,600,000 Debt, Transfers & Other ------Total 543,741 455,853 886,294 377,582 637,297 2,742,056
Facility Operations
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 839,253 895,004 996,025 1,213,591 1,040,636 1,145,791 Overtime 51,837 56,431 48,713 50,325 50,325 50,190 Pension 121,584 131,984 144,718 164,219 137,541 162,317 Employment Taxes & Medical 286,333 252,045 300,159 320,117 348,831 318,925 Other Personnel 4,617 4,035 6,066 5,666 5,666 7,166 Supplies 320,959 343,285 296,010 327,354 298,723 321,366 Services 1,151,524 1,162,544 1,067,549 1,147,313 1,104,010 1,169,766 Capital ------Debt, Transfers & Other ------Total 2,776,107 2,845,327 2,859,240 3,228,585 2,985,733 3,175,521
142 Department of Public Service
Division of Parks, Recreation and Forestry The Division of Parks, Recreation and Forestry is dedicated to the effective management of Toledo’s greenspaces thereby improving the quality of life for all citizens and visitors. Parks & Forestry is responsible for the maintenance and management of street trees, parks, boulevards & triangles, weed control and cemeteries. Recreation operates the City’s recreational facilities, maintains athletic fields, and administers programs and events including Pumpkinarama, the Fishing Rodeo, and concerts at Ottawa Park. Funding Sources The Division of Parks, Recreation and Forestry primarily uses General Fund and assessed dollars to support operations. 2021 Highlights The 2021 proposed budget for the Division of Parks, Recreation & Forestry includes $6,216,170 for labor related expenditures and $9,274,826 for operating service and supply expenditures, including contractual and seasonal budget for mowing parks, boulevards, and triangles.
General Fund Parks & Forestry Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 264,725 291,161 318,093 658,470 408,712 393,497 Overtime 19,924 18,792 23,505 23,915 23,915 15,949 Pension 39,408 42,862 50,066 93,647 56,933 54,158 Employment Taxes & Medical 60,979 62,136 135,574 184,649 233,804 93,554 Other Personnel 346 896 1,686 2,108 2,108 992 Supplies 63,474 60,672 58,474 54,750 54,750 39,341 Services 1,599,807 2,165,592 2,179,707 3,603,748 3,622,338 3,919,306 Capital ------Debt, Transfers & Other - - - 40,000 115,000 40,000 Total 2,048,664 2,642,111 2,767,104 4,661,286 4,517,560 4,556,797 Special Assessment Parks & Forestry Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 2,182,649 2,215,586 2,447,445 3,120,122 3,120,122 3,433,228 Overtime 262,685 214,406 350,824 256,944 256,944 273,969 Pension 344,043 357,874 396,883 457,000 457,000 491,715 Employment Taxes & Medical 916,319 748,834 834,059 907,208 907,208 933,144 Other Personnel 7,246 10,377 11,700 5,313 5,313 10,952 Supplies 107,056 140,403 219,545 240,902 240,902 251,487 Services 2,217,867 1,911,811 1,933,435 2,474,958 2,474,958 2,581,372 Capital 122,704 - - - - - Debt, Transfers & Other ------Total 6,160,569 5,599,291 6,193,890 7,462,448 7,462,448 7,975,867
143 Department of Public Service
Capit al Impr ov ement Parks & Forestry Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - 58,845 - 134,276 134,276 137,787 Overtime ------Pension - - - 18,799 18,799 19,290 Employment Taxes & Medical - - - 28,852 28,852 28,694 Other Personnel - - - 1,100 1,100 1,100 Supplies 4,373 115,725 460 - 36,079 - Services 12,229 210,318 943,586 - 1,195,831 - Capital - 103,268 104,553 894,143 22,820 1,115,002 Debt, Transfers & Other ------Total 16,603 488,157 1,048,600 1,077,170 1,437,757 1,301,873
144 Department of Public Service General Fund Recreation Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 237,395 272,649 192,585 285,644 220,874 209,932 Overtime 20,792 19,019 4,248 27,000 27,000 27,000 Pension 35,139 38,964 27,248 43,770 33,582 33,171 Employment Taxes & Medical 95,626 73,912 74,116 76,657 95,972 56,813 Other Personnel 1,289 1,315 594 1,275 1,275 1,225 Supplies 29,702 39,099 46,219 49,787 17,287 49,238 Services 730,343 698,434 920,517 619,178 427,653 729,603 Capital ------Debt, Transfers & Other (1) - 701,410 469,000 469,000 175,260 Total 1,150,284 1,143,392 1,966,937 1,572,312 1,292,643 1,282,241
Golf Impr ov ement s Recreation Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies 50,893 47,288 163,692 619,247 619,247 455,750 Services - 10,000 1,237,190 1,373,769 1,373,769 1,229,510 Capital ------Debt, Transfers & Other 300,000 - - - - - Total 350,893 57,288 1,400,882 1,993,016 1,993,016 1,685,260
Marina Development Recreation Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services 10,831 15,622 15,867 9,097 9,097 19,220 Capital ------Debt, Transfers & Other ------Total 10,831 15,622 15,867 9,097 9,097 19,220
145 Department of Public Service Capit al Impr ov ement Recreation Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies - 22,182 26,387 - 10,456 - Services 395,869 846,871 237,546 - 967,751 - Capital - - - 637,000 - 400,000 Debt, Transfers & Other ------Total 395,869 869,054 263,933 637,000 978,206 400,000
146 Department of Public Utilities
As a customer-service organization, the Department of Public Utilities provides services which exceed expectations in regards to safe, economical and superior drinking water, drainage and waste water services, and an environmentally safe community.
The City owns and operates a waterworks system as a self-supporting enterprise that in 2019 produced an average of 73.4 million gallons of potable water per day, with a peak flow of 99.6 million gallons per day. Water is drawn from Lake Erie, treated at the City’s Collins Park Water Treatment Plant (the Plant), which has capacity to treat up to 130 million gallons of water per day, and then distributed through approximately 1,165 miles of water lines, over 50% of which were installed before 1930. The Water System is operated by the Division of Water Treatment and the Division of Water Distribution of the City’s Department of Public Utilities.
The City has maintained and used reserves to pay the costs of routine, ongoing maintenance, repairs, replacements of portions of the Water System. The City has spent an average of approximately $34.2 million annually for replacements, improvements and extensions for the Water System over the past 10 years.
The City owns and operates a sanitary sewage collection and treatment system (the Sewer System) as a self-supporting enterprise that in 2019 collected and treated approximately 73.4 million gallons of wastewater per day generated by residential, commercial, institutional and industrial users. Wastewater is collected by 1,027 miles of local and interceptor sanitary sewers owned by the City. The local sewers serving 77% of the City’s sewered area carry only sanitary sewage, while the remaining 23% of the City’s sewered area is served by combined sewers that carry sanitary sewage and, in wet weather, storm water. The local sewers flow into interceptor sewers that carry the wastewater to the City’s Bay View Wastewater Treatment Plant (the WWTP) for treatment.
The Department of Public Utilities includes the following divisions: Utilities Administration, Water Treatment, Water Distribution, Engineering Services, Water Reclamation, Sewer and Drainage Services and Environmental Services. The divisions are primarily supported by the Water and Sewer and Storm Water Funds, with very little General Fund support.
2021 Proposed Budget -Public Utilities
Special Capital Expenditure Category & Revenue Debt Service Projects Enterprise Internal Source of Funds General Fund Funds Funds Funds Funds Service Funds Total Labor 354,093 1,252,160 - 2,214,951 35,645,524 - 39,466,728 Overtime 14,990 47,500 - 158,717 2,692,590 - 2,913,797 Pension 38,990 181,179 - 312,110 5,063,339 - 5,595,618 Employment Taxes & Medical 62,461 262,691 - 329,145 9,155,037 - 9,809,333 Other Personnel 1,252 9,586 - 7,544 264,630 - 283,012 Supplies 14,655 12,625 - 216,330 20,718,111 - 20,961,721 Services 129,574 417,275 - 1,342,371 57,099,060 - 58,988,280 Capital - - - 28,045,101 6,107,280 - 34,152,381 Debt, Transfers & Other - - - - 75,794,399 - 75,794,399 Total 616,015 2,183,016 - 32,626,269 212,539,970 - 247,965,270
147 Department of Public Utilities Water, Sewer, and Storm Water Revenue
Fund Revenue Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Charges for Services 80,065,090 81,270,178 80,145,882 87,005,139 87,005,139 89,262,500 Investment Earnings 2,602,163 3,976,195 4,695,289 1,785,000 1,785,000 408,000 Grants - - - - 120,487 - Other Revenue 380 52,528 11,627 - 120,000 - Water Issuance of Debt 1,511,425 800,000 46,795,188 - 165,774,044 - Premium (discount) on Bond 1,164,635 1,090,751 2,168,170 - - - Operating Transfers (net) 2,601,455 74,850 2,428,052 (147,910) (280,180) (145,481) Use of Fund Balance - - - - 81,395,782 - Water Total 87,945,147 87,264,503 136,244,208 88,642,229 335,920,272 89,525,019
Fund Revenue Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Special Assesments 7,913 2,954 2,375 2,400 2,400 - Licenses and Permits 83,810 81,130 57,625 76,500 76,500 68,500 Charges for Services 78,165,875 82,476,729 88,382,628 93,742,475 93,742,475 92,804,000 Investment Earnings 366,922 1,084,405 1,608,211 986,000 986,000 408,000 Grants 1,006,305 1,611,321 1,150,635 - 1,206,849 - Sewer Other Revenue 66,973 136,067 45,742 1,000 196,000 18,000 Issuance of Debt 25,639,782 44,917,384 24,992,353 - 86,876,074 - Premium (discount) on Bond 132,205 58,906 69,583 - - - Operating Transfers (net) 2,605,927 (30,200) 2,800,326 (75,000) 873,590 (75,000) Use of Fund Balance - - - - 498,713 - Sewer Total 108,075,710 130,338,697 119,109,477 94,733,375 184,458,601 93,223,500
Fund Revenue Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Special Assesments 3,014 2,346 2,346 2,800 2,800 - Charges for Services 10,098,833 9,986,946 10,255,255 9,652,490 9,652,490 9,803,000 Investment Earnings 138,423 455,137 810,658 510,000 510,000 204,000 Grants 172,396 76,875 556,967 - 290,000 - Storm Water Other Revenue 12,835 12,886 8,361 13,000 17,884 13,000 Issuance of Debt 140,908 58,734 126,164 - - - Operating Transfers (net) 271,149 (75,000) 257,725 (75,000) (80,820) (75,000) Use of Fund Balance - - - - 4,825,701 1,243,316 Storm Water Total 10,837,558 10,517,923 12,017,477 10,103,290 15,218,055 11,188,316
*For presentation purposes, revenue from Operating Transfers In is reflected net of Operating Transfers Out
148 Department of Public Utilities
Division 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 31000-Utility Administrative Services 97.65 90.50 90.50 91.00 32000-Water Treatment 104.00 104.00 104.00 104.00 34000-Water Distribution 134.00 150.83 150.83 145.00 35000-Engineering Services 67.00 65.00 62.87 64.00 36000-Water Reclamation 117.00 117.00 117.00 117.00 37000-Sewer & Drainage Services 124.00 121.00 121.00 121.00 38000-Environmental Services 47.00 47.00 47.00 47.00 Total 690.65 695.33 693.20 689.00
Utility Administration
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 2 1.00 1.00 1.00 1.00 Administrative Analyst 3 5.00 6.00 6.00 4.00 Administrative Analyst 4 5.00 5.00 5.00 5.00 Administrative Assistant - 1.00 1.00 1.00 Administrative Operations Officer 1.00 1.00 1.00 - Administrative Specialist - - - 1.00 Administrator-Administrative Services 2 1.00 1.00 1.00 - Administrator-Public Services 1 1.00 1.00 1.00 1.00 Administrator-Public Services 2 1.00 1.00 1.00 1.00 Clerk Specialist 1 20.00 21.00 21.00 - Clerk Specialist 2 34.65 27.00 27.00 28.00 Commissioner-Administrative Services 1.00 1.00 1.00 1.00 Commissioner-Public Services 2.00 2.00 2.00 2.50 Customer Service Contact Center Representative - - - 20.00 Customer Service Contact Center Team Leader 3.00 3.00 3.00 3.00 Deputy Director-Public Services 1.00 1.00 1.00 1.00 Director-Public Services 1.00 1.00 1.00 1.00 Industrial Accounts Clerk 2.00 2.00 2.00 2.00 Legal Technician 4.00 4.00 4.00 4.00 Mail Clerk 1.00 1.00 1.00 1.00 Manager-Administrative Services - - - 3.00 Manager-Public Services 2.00 1.50 1.50 1.00 Public Information Officer - - - 0.50 Safety & Training Technician 2.00 2.00 2.00 2.00 Secretary 2 1.00 1.00 1.00 1.00 Secretary 3 1.00 - - - Senior Real Estate Specialist 1.00 1.00 1.00 1.00 Supervisor-Utility Accounting 1.00 1.00 1.00 1.00 Supervisor-Utility Administration 4.00 3.00 3.00 3.00 Utility Accounts Technician 1.00 1.00 1.00 1.00 Total 97.65 90.50 90.50 91.00
149 Department of Public Utilities
Water Treatment
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Operations Officer 1.00 1.00 1.00 1.00 Administrator-Public Services 1 1.00 1.00 1.00 1.00 Administrator-Public Services 2 6.00 6.00 6.00 6.00 Chief Chemist/Bacteriologist 1.00 1.00 1.00 1.00 Clerk Specialist 1 1.00 1.00 1.00 1.00 Clerk Specialist 2 2.00 2.00 2.00 2.00 Electrician 2.00 2.00 2.00 2.00 Engineering Technician - 1.00 1.00 1.00 Gis Analyst 1 1.00 - - - Instrumentation Technician 2.00 2.00 2.00 2.00 Laboratory Technician 1.00 1.00 1.00 1.00 Millwright 3.00 3.00 3.00 3.00 Painter 2.00 2.00 2.00 2.00 Plumber-Steamfitter 2.00 2.00 2.00 2.00 Secretary 2 1.00 1.00 1.00 1.00 Senior Chemist/Bacteriologist 10.00 10.00 10.00 10.00 Senior Electrician 3.00 3.00 3.00 3.00 Senior Professional Engineer 2.00 2.00 2.00 2.00 Senior Storekeeper 1.00 1.00 1.00 1.00 Senior Trades Mechanic 1.00 1.00 1.00 1.00 Senior Water Control Room Operator 8.00 7.00 7.00 7.00 Senior Water Treatment Maintenance Worker 6.00 6.00 6.00 6.00 Staff Professional Engineer 2.00 2.00 2.00 2.00 Storekeeper 1.00 1.00 1.00 1.00 Superintendent-Pump Station 1.00 1.00 1.00 1.00 Supervisor-Instrumentation 1.00 1.00 1.00 1.00 Supervisor-Storeroom 1.00 1.00 1.00 1.00 Supervisor-Waterworks Maintenance 2.00 2.00 2.00 2.00 Systems Specialist 1.00 1.00 1.00 1.00 Utility Worker 12.00 12.00 12.00 12.00 Water Control Room Operator 19.00 20.00 20.00 20.00 Water Treatment Maintenance Worker 7.00 7.00 7.00 7.00 Total 104.00 104.00 104.00 104.00
150 Department of Public Utilities
Water Distribution
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Specialist 1.00 1.00 1.00 1.00 Administrator-A.S. - - - 1.00 Administrator-Administrative Services 2 1.00 1.00 1.00 - Administrator-Public Services 2 1.00 1.00 1.00 1.00 Clerk Specialist 1 1.00 1.00 1.00 1.00 Clerk Specialist 2 9.00 11.00 11.00 10.00 Construction Technician 1.00 1.00 1.00 1.00 Engineering Technician 1.00 1.00 1.00 1.00 Equipment Repair Technician 1.00 1.00 1.00 1.00 Foreman-Field Services - 1.00 1.00 1.00 Foreman-Tapping And Construction - 5.00 5.00 5.00 Foreman-Water Distribution System 5.00 - - - General Foreman-Tapping And Construction - 3.00 3.00 3.00 General Foreman-Water Distribution System 3.00 - - - Heavy Equipment Operator 2 9.00 10.00 10.00 10.00 Manager-Public Services 1.00 1.00 1.00 1.00 Meter Reader 11.00 11.00 11.00 11.00 Professional Engineer 1.00 0.83 0.83 1.00 Secretary 2 1.00 1.00 1.00 1.00 Senior Professional Engineer 1.00 1.00 1.00 1.00 Senior Storekeeper 1.00 1.00 1.00 1.00 Supervisor-Collections - 1.00 1.00 1.00 Supervisor-Field Services - 1.00 1.00 1.00 Supervisor-Meter Reading And Inspection 1.00 - - - Supervisor-Utility Administration 1.00 - - - Supervisor-Utility Field Services 1.00 - - - Utility Service Locator 1.00 7.00 7.00 4.00 Water Emergency Repair Worker 5.00 5.00 5.00 5.00 Water Loss Equipment Technician 14.00 16.00 16.00 17.00 Water Service Technician 22.00 22.00 22.00 21.00 Watermain And Service Repair Worker 40.00 46.00 46.00 44.00 Total 134.00 150.83 150.83 145.00
151 Department of Public Utilities
Engineering Services Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Specialist 1.00 1.00 1.00 1.00 Administrator-Administrative Services 1 1.00 1.00 1.00 1.00 Administrator-Public Services 2 4.00 4.00 4.00 4.00 Clerk Specialist 2 2.00 2.00 1.87 2.00 Construction Technician 12.00 12.00 10.00 11.00 Engineering Associate 6.00 6.00 6.00 6.00 Engineering Technician 4.00 4.00 4.00 4.00 Gis Analyst 1 3.00 3.00 3.00 3.00 Professional Engineer 3.00 3.00 3.00 3.00 Public Services Officer 3 1.00 - - - Secretary 2 1.00 1.00 1.00 1.00 Senior Construction Technician 5.00 5.00 5.00 5.00 Senior Drafter 4.00 4.00 4.00 4.00 Senior Engineering Aide 2.00 2.00 2.00 2.00 Senior Park Planner 1.00 - - - Senior Professional Engineer 6.00 6.00 6.00 6.00 Staff Professional Engineer 7.00 7.00 7.00 7.00 Supervisor-Surveyor 1.00 1.00 1.00 1.00 Supervisor-Utilities 1.00 1.00 1.00 1.00 Surveyor 1.00 1.00 1.00 1.00 Surveyor Associate 1.00 1.00 1.00 1.00 Total 67.00 65.00 62.87 64.00
152 Department of Public Utilities
Water Reclamation
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Operations Officer 1.00 1.00 1.00 1.00 Administrator-Public Services 2 3.00 3.00 3.00 3.00 Automotive Repair Technician 1.00 1.00 1.00 1.00 Chemist-Bacteriologist 3.00 3.00 3.00 3.00 Data Communications Specialist 3.00 3.00 3.00 3.00 Electrician 3.00 3.00 3.00 3.00 Intermediate Clerk 1.00 1.00 1.00 1.00 Process Control Analyst 1.00 1.00 1.00 1.00 Professional Engineer 2.00 2.00 2.00 2.00 Safety And Training Specialist 1.00 1.00 1.00 1.00 Secretary 2 1.00 1.00 1.00 1.00 Senior Chemist/Bacteriologist 1.00 1.00 1.00 1.00 Senior Clerk 1.00 1.00 1.00 1.00 Senior Electrician 3.00 3.00 3.00 3.00 Senior Process Control Analyst 1.00 1.00 1.00 1.00 Senior Professional Engineer 1.00 1.00 1.00 1.00 Senior Storekeeper 1.00 1.00 1.00 1.00 Senior Supervisor-Water Reclamation Maintenance 3.00 3.00 3.00 3.00 Senior Water Reclamation Maintenance Worker 14.00 14.00 14.00 14.00 Staff Professional Engineer 2.00 2.00 2.00 2.00 Storekeeper 1.00 1.00 1.00 1.00 Superintendent-Water Treatment Plant 1.00 1.00 1.00 1.00 Supervisor-Instrumentation 1.00 1.00 1.00 1.00 Supervisor-Water Reclamation Operations 5.00 5.00 5.00 5.00 Supervisor-Water Reclamation Storeroom 1.00 1.00 1.00 1.00 Systems Specialist 1.00 1.00 1.00 1.00 Tandem Truck Driver 1.00 1.00 1.00 1.00 Trades Mechanic 1.00 1.00 1.00 1.00 Utility Worker 8.00 8.00 8.00 8.00 Water Reclamation Crane Opertor 1.00 1.00 1.00 1.00 Water Reclamation Maintenance Worker 14.00 14.00 1 4.00 14.00 Water Reclamation Operator 35.00 35.00 35.00 35.00 Total 117.00 117.00 117.00 117.00
153 Department of Public Utilities Sewer & Drainage Services Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Operations Officer 1.00 1.00 1.00 1.00 Administrator-Public Services 2 1.00 1.00 1.00 1.00 Building And Grounds Maintenance Worker 1.00 2.00 2.00 2.00 Clerk Specialist 1 4.00 4.00 4.00 4.00 Clerk Specialist 2 1.00 1.00 1.00 1.00 Construction Inspector 3.00 3.00 3.00 3.00 Crane Operator - - - 1.00 Engineering Technician 1.00 1.00 1.00 1.00 Foreman-Sewer Construction And Maintenance 8.00 8.00 8.00 8.00 General Foreman-Sewer Maintenance 2.00 2.00 2.00 2.00 Gis Analyst 1 1.00 - - - Gis Technician - 1.00 1.00 1.00 Heavy Equipment Operator 2 20.00 20.00 20.00 19.00 Manager-Public Services 1.00 1.00 1.00 1.00 Public Services Officer 3 1.00 1.00 1.00 1.00 Secretary 2 1.00 1.00 1.00 1.00 Senior Professional Engineer 1.00 1.00 1.00 1.00 Senior Sewer & Drainage Service Worker 14.00 14.00 14.00 14.00 Senior Storekeeper 1.00 1.00 1.00 1.00 Sewer & Drainage Service Worker 51.00 48.00 48.00 48.00 Storekeeper 1.00 1.00 1.00 1.00 Supervisor-Utilities 1.00 1.00 1.00 1.00 Telespection Technician 2.00 2.00 2.00 2.00 Utility Service Locator 1.00 - - - Utility Worker 6.00 6.00 6.00 6.00 Total 124.00 121.00 121.00 121.00
Environmental Services Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 2 1.00 1.00 1.00 1.00 Administrative Specialist 1.00 1.00 1.00 1.00 Administrator-Public Services 2 2.00 2.00 2.00 2.00 Chemist-Bacteriologist 1.00 1.00 1.00 1.00 Clerk Specialist 1 1.00 1.00 1.00 1.00 Clerk Specialist 2 1.00 1.00 1.00 1.00 Engineering Associate 5.00 4.00 4.00 4.00 Environmental Services Technician 6.00 6.00 6.00 6.00 Environmental Specialist 7.00 7.00 7.00 7.00 Industrial Waste Control Specialist 2.00 2.00 2.00 2.00 Public Services Officer 3 4.00 4.00 4.00 4.00 Secretary 2 1.00 1.00 1.00 1.00 Senior Chemist/Bacteriologist 3.00 3.00 3.00 3.00 Senior Environmental Specialist 9.00 10.00 10.00 10.00 Staff Professional Engineer 2.00 2.00 2.00 2.00 Supervisor-Utility Accounting 1.00 1.00 1.00 1.00 Total 47.00 47.00 47.00 47.00
154 Department of Public Utilities
Utilities Administration The Division of Utilities Administration provides comprehensive billing, collections and customer service in an efficient, cost-effective, and responsive manner to residents, businesses, and governmental jurisdictions within the greater Toledo metropolitan areas. Utilities Administration provides the primary administrative fiscal and operational control functions for the department. It consists of the sections of Accounting, Billing, Customer Service, Legal, DPU/SAP Support, Records, Engage Toledo, Administrative Support, Toledo Public Power (TPP) and the Toledo Waterways Initiative (TWI).
Funding Sources The Division of Public Utilities Administration is supported primarily by the Utility Administrative Services Fund. This fund receives revenues from the water, sewer and storm water utilities.
2021 Highlights The 2021 budget supports 91.00 FTEs with a total labor cost of $7,693,552. Non-labor operating budget for supplies and services totals $18,659,821 and supports administrative functions including the billing system and postage and mailing expenditures. The division has implemented a cost- effective on-line billing function to allow customers to view their bills and make payments electronically in “real time.”
Capit al Impr ov ement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - - - - 11,755 Overtime ------Pension - - - - - 1,646 Employment Taxes & Medical - - - - - 2,304 Other Personnel ------Supplies ------Services ------Capital ------Debt, Transfers & Other ------Total - - - - - 15,705
155 Department of Public Utilities
Utilities Administration
Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 61,374 16,441 82,863 - - 12,494 Overtime 6,806 5,361 11,139 - - 7,900 Pension 9,214 10,215 13,050 - - 2,855 Employment Taxes & Medical 26,296 25,119 37,546 - - 2,571 Other Personnel 303 242 636 - - 500 Supplies - - 38 - - - Services 6,369,618 6,198,091 6,854,846 6,182,084 6,625,246 6,189,042 Capital - 15,262 12,407 17,000 35,331 - Debt, Transfers & Other - 5,100 - - 1,089,770 - Total 6,473,610 6,275,831 7,012,525 6,199,084 7,750,347 6,215,362
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 73,796 77,753 96,305 59,317 59,317 71,585 Overtime 6,885 5,361 11,139 - - - Pension 17,039 18,161 21,117 8,304 8,304 10,022 Employment Taxes & Medical 39,901 36,870 42,596 14,269 14,269 16,654 Other Personnel 853 792 1,186 550 550 550 Supplies - - 30 60 60 66 Services 6,491,748 6,510,981 6,956,408 6,358,349 7,051,130 6,389,913 Capital - 10,073 8,332 12,750 24,812 - Debt, Transfers & Other - 5,100 - - 551,410 - Total 6,630,222 6,665,091 7,137,112 6,453,599 7,709,852 6,488,789
Storm Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services 803,096 803,401 1,310,994 803,000 999,836 803,000 Capital - 5,189 4,282 4,250 10,312 - Debt, Transfers & Other - 645,000 - - 55,820 - Total 803,096 1,453,590 1,315,276 807,250 1,065,968 803,000
156 Department of Public Utilities
Utilities Administration
Utility A dministration
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 3,519,656 3,549,061 3,616,542 5,173,825 5,173,825 5,466,703 Overtime 49,298 42,256 55,259 83,011 83,011 85,956 Pension 455,323 498,418 508,619 682,166 682,166 714,454 Employment Taxes & Medical 1,194,044 1,040,593 1,139,536 1,272,611 1,272,611 1,274,603 Other Personnel 10,795 10,668 9,922 12,650 12,650 11,000 Supplies 435,544 532,925 721,487 1,673,831 1,683,831 1,674,762 Services 2,492,055 2,381,153 2,837,134 3,050,769 3,040,669 2,896,888 Capital 31,066 - - - - - Debt, Transfers & Other 5,768,389 (155) 5,786,456 - 100 - Total 13,956,170 8,054,918 14,674,955 11,948,864 11,948,864 12,124,366
Toledo Public Power
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services 698,745 774,678 689,533 671,500 671,500 706,150 Capital ------Debt, Transfers & Other 11,313 11,313 11,340 11,340 11,340 11,340 Total 710,058 785,991 700,872 682,840 682,840 717,490
157 Department of Public Utilities
Water Treatment The Division of Water Treatment is responsible for the effective production, filtration, and quality control of water for the City of Toledo. The division's responsibility starts at the source of raw water, Lake Erie, and extends throughout the treatment process. This division operates and maintains the largest softening planton Lake Erie, which filters an average of 120 million gallons of water per day. In 2014 the division began replacing and upgrading the water plant and component facilities. These major capital projects are bond funded.
Funding Sources The Division of Water Treatment is funded 100% with water utility fund dollars.
2021 Highlights The division’s 2021 proposed budget supports 104.00 FTEs with a total labor cost of $8,954,234. The division’s operating budget for supplies and services totals $24,891,797, which includes funds for chemicals and spent lime disposal.
Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 4,469,413 4,384,861 4,379,318 5,780,092 5,780,092 5,967,796 Overtime 569,635 504,882 655,450 568,296 568,296 566,105 Pension 668,345 683,451 677,409 857,440 857,440 877,633 Employment Taxes & Medical 1,406,842 1,221,905 1,384,799 1,480,348 1,480,348 1,482,960 Other Personnel 45,690 45,155 48,249 60,114 60,114 59,741 Supplies 6,105,954 6,707,604 6,730,620 8,868,948 8,901,967 11,194,650 Services 46,694,249 67,237,404 82,646,687 14,057,330 251,157,707 13,697,147 Capital 591,409 112,693 161,672 182,000 605,563 302,000 Debt, Transfers & Other 174,230,473 180,111,710 325,042,584 30,235,910 30,328,410 30,093,906 Total 234,782,009 261,009,664 421,726,787 62,090,478 299,739,936 64,241,937
158 Department of Public Utilities
Water Distribution The Water Distribution division uses the most responsive and efficient methods possible to supply uninterrupted water service to the citizens of Toledo and metropolitan areas. The division constructs, installs, repairs and maintains fire hydrants, water taps, water meters and the underground assets associated with the conveyance of water.
Funding Sources The Division of Water Distribution is funded by the Water Operating Fund, Utility Administrative Services Fund, and the Sewer Operating Fund and the Storm Water Operating Fund.
2021 Highlights In 2021, the Division of Water Distribution’s labor costs total $10,512,439 across all funds, which includes positions for to lead service line replacement.
Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 3,431,624 3,407,556 3,714,520 5,045,985 5,045,985 4,670,467 Overtime 382,654 503,175 537,702 583,662 583,662 565,253 Pension 537,253 529,005 574,573 763,831 763,831 725,841 Employment Taxes & Medical 1,237,372 1,062,803 1,207,908 1,453,566 1,453,566 1,412,213 Other Personnel 19,453 26,847 27,464 7,700 7,700 8,250 Supplies 2,273,912 1,505,755 1,219,965 2,950,653 3,000,653 1,808,294 Services 1,648,330 2,019,863 2,519,913 3,295,303 3,818,435 3,452,920 Capital 1,985,499 908,430 777,952 1,152,000 3,217,677 3,905,000 Debt, Transfers & Other - 7,500 - - - - Total 11,516,098 9,970,933 10,579,997 15,252,701 17,891,510 16,548,237
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - - 64,138 64,138 64,532 Overtime ------Pension - - - 8,979 8,979 9,034 Employment Taxes & Medical - - - 20,896 20,896 20,946 Other Personnel ------Supplies - - 256,109 1,863,531 1,863,531 - Services - 27,000 - 369,600 721,990 8,712 Capital 444,224 273,847 - 92,000 92,000 - Debt, Transfers & Other ------Total 444,224 300,847 256,109 2,419,143 2,771,534 103,224
159 Department of Public Utilities
Water Distribution
Storm Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - - 64,137 64,137 64,532 Overtime ------Pension - - - 8,980 8,980 9,034 Employment Taxes & Medical - - - 20,895 20,895 20,946 Other Personnel ------Supplies - - - 95 95 - Services - - - - - 8,712 Capital ------Debt, Transfers & Other ------Total - - - 94,107 94,107 103,224
Utility A dministration
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 1,573,164 1,605,300 1,598,012 2,166,878 2,166,878 2,044,956 Overtime 3,030 21,557 12,806 50,058 50,058 39,425 Pension 209,822 215,303 223,361 283,256 283,256 266,514 Employment Taxes & Medical 575,344 497,521 565,108 630,096 630,096 588,848 Other Personnel 24,742 22,595 25,496 1,650 1,650 1,650 Supplies 22,952 28,419 16,400 728,325 723,325 747,356 Services 157,474 155,469 162,173 233,724 238,724 533,390 Capital ------Debt, Transfers & Other ------Total 2,566,528 2,546,163 2,603,357 4,093,987 4,093,987 4,222,138
160 Department of Public Utilities
Engineering Services Engineering Services provides planning, engineering and construction administration for major infrastructure improvements and assists in supporting other operating divisions with their engineering needs. The division is responsible for coordinating the replacement and upgrade of the city’s utility distribution and transportation systems. This includes water lines, sanitary sewers and storm water facilities, public sidewalks, pedestrian ramps, streets and alleys. In addition, Engineering Services is responsible for street lighting, plan reviews and inspection of construction within the public rights of way.
Funding Sources The Division of Engineering Services receives support from several funds. This includes SCM&R, capital improvement, sewer operating, water operating and general fund dollars.
2021 Highlights The budget for Engineering Service funds supports 64.00 FTEs with a total labor cost of $7,140,871. Non personnel expenditures for supplies and services total $3,916,224. In 2021, the proposed budget includes $28,177,781 for capital expenditures including major and residential road paving.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 68,352 71,050 161,112 232,564 123,718 180,159 Overtime 421 2,186 4,600 2,725 2,725 4,500 Pension 7,692 10,265 22,999 32,526 17,702 25,498 Employment Taxes & Medical 14,332 20,869 51,950 62,116 32,092 46,439 Other Personnel 248 271 578 694 694 702 Supplies - - - 9,455 9,623 9,455 Services 30,346 29,014 51,968 114,521 104,373 117,074 Capital ------Debt, Transfers & Other ------Total 121,390 133,655 293,206 454,601 290,927 383,827
Street Construction, Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 431,937 409,790 425,276 654,700 654,700 598,953 Overtime 37,031 55,690 42,080 46,600 46,600 45,000 Pension 64,579 64,183 64,130 87,486 87,486 89,490 Employment Taxes & Medical 94,032 83,175 99,012 117,437 117,437 117,379 Other Personnel 3,178 3,227 3,796 4,361 4,361 4,372 Supplies - - - 12,625 12,935 12,625 Services 311,083 221,837 213,783 287,281 1,886,971 397,275 Capital ------Debt, Transfers & Other ------Total 941,841 837,902 848,077 1,210,490 2,810,490 1,265,095
161 Department of Public Utilities
Engineering Services
Special Assessment
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 53,884 56,779 57,624 65,716 65,716 68,981 Overtime 4 424 1,077 585 585 2,500 Pension 7,466 7,979 8,191 9,178 9,178 9,897 Employment Taxes & Medical 13,667 11,909 13,462 15,676 15,676 16,046 Other Personnel 550 550 550 586 586 594 Supplies ------Services 31,941 28,214 23,650 10,000 10,000 20,000 Capital ------Debt, Transfers & Other ------Total 107,511 105,855 104,553 101,741 101,741 118,018
Capital Improvement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 928,416 965,580 940,092 2,147,053 2,139,847 2,203,196 Overtime 89,410 151,164 146,520 126,924 126,924 158,717 Pension 140,067 152,915 147,452 291,793 291,793 310,464 Employment Taxes & Medical 264,900 241,066 265,498 309,375 309,375 326,840 Other Personnel 4,718 5,695 6,607 6,771 6,771 7,544 Supplies - - - 36,210 37,022 216,330 Services 21,175,891 31,933,490 29,581,713 751,101 76,327,047 592,371 Capital - - 1,224,866 12,025,000 55,050 9,370,590 Debt, Transfers & Other ------Total 22,603,403 33,449,910 32,312,747 15,694,227 79,293,828 13,186,052
Special Assessment Improvement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 57,524 73,895 76,094 89,094 89,094 - Overtime 546 - 472 - - - Pension 14,293 10,382 11,024 12,318 12,318 - Employment Taxes & Medical 21,982 17,233 20,076 23,341 23,341 - Other Personnel 581 275 286 331 331 - Supplies ------Services 249,529 358,845 468,147 500,000 1,906,309 750,000 Capital ------Debt, Transfers & Other ------Total 344,456 460,629 576,099 625,084 2,031,392 750,000
162 Department of Public Utilities
Engineering Services Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 395,292 446,046 473,774 623,149 623,149 638,877 Overtime 24,515 35,607 26,372 32,000 32,000 25,351 Pension 58,058 61,088 68,412 90,808 90,808 91,625 Employment Taxes & Medical 92,180 87,430 118,284 139,305 139,305 138,646 Other Personnel 2,059 2,123 2,911 3,209 3,209 3,333 Supplies - - - 95,725 96,084 135,785 Services 5,725,687 9,385,265 8,588,028 336,242 11,098,372 353,425 Capital - - 60,193 - 46,851 57,100 Debt, Transfers & Other ------Total 6,297,791 10,017,560 9,337,974 1,320,437 12,129,777 1,444,142
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 959,940 1,045,513 1,111,606 514,019 514,019 997,415 Overtime 54,916 63,650 77,423 46,028 46,028 76,537 Pension 128,181 150,443 163,400 135,377 135,377 143,992 Employment Taxes & Medical 229,294 246,509 258,332 202,728 202,728 201,761 Other Personnel 5,530 6,940 7,503 6,094 6,094 5,970 Supplies 98,260 108,820 119,284 158,580 159,106 157,560 Services 5,148,780 8,684,020 1,946,820 687,137 23,356,529 529,708 Capital - - 20,284 - 22,065 34,900 Debt, Transfers & Other 266,554 81,851 147,879 100,000 985,891 100,000 Total 6,891,455 10,387,747 3,852,531 1,849,962 25,427,837 2,247,843
Storm Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 271,653 268,145 244,497 425,253 425,253 435,955 Overtime 4,639 4,098 10,438 3,185 3,185 13,000 Pension 38,050 37,821 42,578 59,421 59,421 62,356 Employment Taxes & Medical 67,054 61,037 72,610 86,151 86,151 86,028 Other Personnel 1,796 1,796 1,870 2,748 2,748 2,752 Supplies - - - 63,585 63,788 126,580 Services 1,168,782 2,263,062 2,730,102 206,700 3,981,849 498,036 Capital - - 2,205,868 - 26,022 40,680 Debt, Transfers & Other 237,361 53,269 615,115 200,000 200,000 400,000 Total 1,789,335 2,689,227 5,923,077 1,047,044 4,848,417 1,665,387
163 Department of Public Utilities
Engineering Services
Road Impr ov ement s
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services ------Capital - - - - - 18,674,511 Debt, Transfers & Other ------Total - - - - - 18,674,511
164 Department of Public Utilities
Water Reclamation The Division of Water Reclamation works to protect and enhance public health, property and the environment through the efficient and progressive treatment of wastewater in compliance with the state of Ohio and national standards. The major function of Water Reclamation is the operation and maintenance of the Bay View Wastewater Treatment Plant. The facility provides treatment services to an area of approximately 100 square miles, of which 84 miles are located within the City of Toledo. The population of the service area is approximately 320,000 people.
Funding Sources The Division of Water Reclamation is funded largely with sewer operating dollars. A portion of funding comes from the Storm Water Fund.
2021 Highlights The 2021 budget for Water Reclamation supports 117.00 FTEs with a total labor cost of $9,498,560. Non- personnel expenditures for operating supplies and services totals $13,243,719 of total budget and includes bulk treatment chemicals, spent lime disposal and electricity costs for the plant.
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 4,948,122 5,100,298 4,981,261 6,218,054 6,540,213 6,218,054 Overtime 453,021 435,932 552,001 515,129 523,881 515,129 Pension 722,142 743,032 758,117 913,129 979,554 913,129 Employment Taxes & Medical 1,568,558 1,427,042 1,545,588 1,648,703 1,761,009 1,645,897 Other Personnel 122,743 106,112 110,410 127,818 127,818 127,818 Supplies 1,644,307 1,559,486 1,729,158 2,697,926 2,697,926 2,697,926 Services 41,547,274 39,840,244 33,339,730 10,467,090 64,446,756 10,538,994 Capital 96,201 100,468 4,390,161 234,750 632,587 - Debt, Transfers & Other 304,696,332 361,305,605 723,512,259 41,090,010 51,009,661 43,475,248 Total 355,798,699 410,618,219 770,918,685 63,912,609 128,719,405 66,132,195
Storm Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 45,863 134,716 21,832 50,360 50,360 50,360 Overtime 3,026 - 1,957 5,000 5,000 5,000 Pension 7,111 2,307 5,760 7,610 7,610 7,610 Employment Taxes & Medical 13,665 11,342 13,216 14,175 14,175 14,163 Other Personnel 1,800 1,000 400 1,400 1,400 1,400 Supplies ------Services 6,668 2,386 5,323 6,799 6,799 6,799 Capital - - 61,702 97,250 274,181 - Debt, Transfers & Other ------Total 78,133 151,752 110,192 182,594 359,525 85,333
165 Department of Public Utilities
Sewer & Drainage Services The Division of Sewer and Drainage Services operates and maintains the sanitary sewer, storm sewer and ditch drainage systems, providing innovative, cost effective, uninterrupted service to the citizens of the City of Toledo. There are five sections in the division: Cleaning, Construction, Ditch Maintenance, Engineering and Inspection, and Administration. Together these sections are responsible for maintaining sanitary sewer and storm sewer drainage systems. This involves routine cleaning and repair, maintaining the proper flow of the City’s 64 miles of open ditch drainage systems and providing direct support to field personal engaged in the cleaning and repair of storm and sanitary sewers and ditches.
Funding Sources The Division of Sewer & Drainage Services is supported by the Sewer Operating and Storm Water Operating Funds. Additionally, a small amount of water operating funding supports operations.
2021 Highlights The Division of Sewer and Drainage Services 2021 budget supports 121.00 FTEs. Labor expenditures total $10,007,417 in the proposed budget.
Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - 82 21,817 24,682 24,682 35,375 Overtime - 11 1,752 1,635 1,635 3,040 Pension - - 3,201 3,684 3,684 3,749 Employment Taxes & Medical - 99 5,119 6,139 6,139 6,289 Other Personnel - - 66 96 96 96 Supplies ------Services 61,630 290,340 82,688 190,399 190,399 190,779 Capital ------Debt, Transfers & Other ------Total 61,630 290,532 114,643 226,635 226,635 239,328
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 3,125,403 3,355,747 3,508,210 3,834,465 3,834,465 4,042,333 Overtime 453,352 475,032 503,254 375,104 375,104 481,613 Pension 445,451 421,793 499,516 546,980 546,981 566,127 Employment Taxes & Medical 998,997 866,385 875,846 1,030,367 1,030,367 1,030,041 Other Personnel 11,269 15,410 11,299 18,335 18,335 18,335 Supplies 581,324 500,703 695,475 1,310,060 1,336,490 1,469,674 Services 3,149,586 3,360,424 4,004,107 9,934,444 10,114,944 8,199,475 Capital 790,359 787,617 1,504,826 903,210 2,144,403 1,223,660 Debt, Transfers & Other - 7,500 - - - - Total 9,555,741 9,790,611 11,602,534 17,952,966 19,401,089 17,031,258
166 Department of Public Utilities
Sewer & Drainage Services
Storm Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 1,342,992 1,281,573 1,576,177 2,437,929 2,437,929 2,495,762 Overtime 114,174 86,207 108,056 257,974 257,974 276,375 Pension 237,467 288,775 273,645 344,832 344,832 352,343 Employment Taxes & Medical 616,617 543,453 476,532 678,405 678,405 684,584 Other Personnel 3,523 2,894 4,037 11,355 11,355 11,355 Supplies 413,787 208,693 193,788 365,435 365,435 471,758 Services 322,815 273,601 418,526 647,093 938,833 783,672 Capital 261,127 372,518 707,614 476,170 974,790 513,940 Debt, Transfers & Other 37,943,805 42,230,942 83,825,664 1,228,000 1,228,000 1,713,905 Total 41,256,308 45,288,656 87,584,038 6,447,192 7,237,553 7,303,693
167 Department of Public Utilities
Environmental Services The Environmental Services’ goal is to ensure environmentally safe air and water for the Toledo metropolitan area. The division takes pride in serving as an environmental consultant for the City’s other departments and divisions. The division performs, coordinates and oversees environmental site assessments and environmental cleanup projects for city owned parcels and city redevelopment projects. The division promotes a better understanding and awareness of the challenges that exist in air and water pollution in Toledo through numerous community outreach programs such as Clean Your Streams Day and the Household Hazardous Materials Program.
Funding Sources The Division of Environmental Services receives support from general and utility operating fund dollars, as well as state grant awards. The division annually receives state water and air grants that support personnel and other services. The General Fund provides a local match for these dollars.
2021 Highlights The 2021 Environmental Services budget funds 47.00 FTEs across several funds. Labor expenditures account for $4,261,416 of the division’s total proposed budget.
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 113,361 112,427 110,135 166,483 164,677 173,934 Overtime 22 26 469 10,272 10,272 10,490 Pension 15,869 15,703 15,517 13,710 13,457 13,492 Employment Taxes & Medical 24,493 26,438 27,342 16,136 16,110 16,022 Other Personnel 606 688 688 550 550 550 Supplies - - - 6,500 5,651 5,200 Services 12,600 14,900 17,000 10,500 10,500 12,500 Capital ------Debt, Transfers & Other ------Total 166,951 170,182 171,152 224,151 221,217 232,188
Operation Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 523,680 529,425 536,521 608,483 993,377 584,226 Overtime 5,576 2,934 2,327 1,276 9,595 - Pension 73,673 74,336 82,945 79,801 144,999 81,792 Employment Taxes & Medical 129,857 53,637 170,459 130,396 347,777 129,265 Other Personnel 5,022 4,373 4,923 4,620 10,639 4,620 Supplies 13,713 20,278 36,280 - 123,244 - Services 766,962 474,682 964,911 - 2,431,181 - Capital - - - - 235,301 - Debt, Transfers & Other ------Total 1,518,483 1,159,664 1,798,365 824,576 4,296,112 799,903
168 Department of Public Utilities
Environmental Services Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 213,147 263,571 234,974 651,528 651,528 684,780 Overtime 181 636 2,594 5,804 5,804 9,349 Pension 32,843 34,471 34,858 84,261 84,261 86,532 Employment Taxes & Medical 57,489 58,699 63,973 150,924 150,924 151,069 Other Personnel 1,595 1,210 1,661 3,085 3,085 3,085 Supplies - 1,159 18,970 213,630 213,550 68,445 Services 174,274 203,133 41,940 145,453 145,533 154,242 Capital - - - - 17,615 - Debt, Transfers & Other ------Total 479,528 562,880 398,970 1,254,685 1,272,300 1,157,502
Sewer
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 849,356 956,894 800,441 804,563 804,563 826,476 Overtime 6,402 11,805 17,341 28,515 28,515 12,246 Pension 122,900 121,547 109,007 109,427 109,427 109,077 Employment Taxes & Medical 228,478 198,028 211,314 188,136 188,136 187,869 Other Personnel 6,385 5,698 6,144 4,410 4,410 4,410 Supplies 66,118 66,802 50,918 72,550 72,970 67,950 Services (98,644) (41,545) 461,607 588,583 588,163 617,085 Capital - - 36,208 45,540 120,607 22,500 Debt, Transfers & Other - 7,500 - - - - Total 1,180,994 1,326,729 1,692,980 1,841,725 1,916,792 1,847,613
Storm Water
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 476,964 564,833 654,732 765,225 773,644 792,137 Overtime 8,088 10,839 12,175 23,171 23,171 10,314 Pension 70,304 80,519 89,894 102,302 103,481 102,320 Employment Taxes & Medical 121,389 123,385 161,161 174,884 177,302 174,661 Other Personnel 1,820 2,893 3,702 3,835 3,835 3,835 Supplies - - 30,490 93,080 93,080 94,555 Services 513,352 531,414 226,956 473,411 884,564 492,278 Capital - - 18,120 - 46,990 7,500 Debt, Transfers & Other - 74,200 55,000 - - - Total 1,191,917 1,388,084 1,252,229 1,635,908 2,106,067 1,677,600
169 Department of Public Utilities
Environmental Services Utility A dministration
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor - - 42,889 63,285 63,285 64,934 Overtime ------Pension - - 5,935 8,860 8,860 9,091 Employment Taxes & Medical - 1,004 10,636 14,349 14,349 14,290 Other Personnel - - - 550 550 550 Supplies - - (1,578) 2,000 2,000 2,750 Services - - 4,755 17,644 17,644 48,693 Capital ------Debt, Transfers & Other ------Total - 1,004 62,638 106,688 106,688 140,308
170 Safety Administration
The Safety Administration budget includes funding for criminal justice services, including canine care and control services and Criminal Justice Coordinating Council (CJCC) fees.
Funding Sources Safety Administration is funded 100% by the General Fund.
2021 Highlights The 2021 proposed budget for Safety Administration funds 25.00% of the salary for the Deputy Chief of Staff who is also the Safety Director.
Safety A dministration
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Deputy Chief of Staff 0.25 0.25 0.25 0.25 Total 0.25 0.25 0.25 0.25
2021 Proposed Budget -Safety Administration
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 28,810 - - - - - 28,810 Overtime ------Pension 4,033 - - - - - 4,033 Employment Taxes & Medical 3,714 - - - - - 3,714 Other Personnel ------Supplies ------Services 2,417,145 - - - - - 2,417,145 Capital ------Debt, Transfers & Other ------Total 2,453,703 - - - - - 2,453,703
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 9,225 10,481 - 29,257 29,257 28,810 Overtime ------Pension 1,295 1,454 (13) 4,096 4,096 4,033 Employment Taxes & Medical 2,338 2,675 3,019 3,854 3,854 3,714 Other Personnel ------Supplies ------Services 2,426,305 (1,863,879) 2,217,551 2,496,000 2,366,000 2,417,145 Capital ------Debt, Transfers & Other ------Total 2,439,164 (1,849,269) 2,220,557 2,533,207 2,403,207 2,453,703
171 Toledo Police
Toledo Police Department enhances the quality of life in Toledo by working in partnership with the community to preserve life, enforce the law, provide quality services, reduce the fear of crime, and promote joint problem-solving for safe, secure neighborhoods. The Police Department is committed to working with the community to identify and solve problems as an aid in the reduction of crime. The department's policing practices and tactics complement the needs of Toledo neighborhoods. Toledo Police Officers work to:
• Prevent or reduce crime and disorder and proactively enforce the law through patrol and answering calls for service • Apprehend violators of the law through investigation and the collection of evidence • Safeguard property and return lost or stolen property to the rightful owner • Preserve individual rights through mediation, advice, and preventative presence and enforcement • Provide for the safe flow of traffic throughout the city through enforcement of traffic laws • Maintain a high degree of police-community interaction • Ensure a high level of departmental and individual performance through training and supervisory control • Provide employee safety and well-being through training, equipment and supply acquisition and administrative and technical support; 911 dispatching; and repository of criminal records and property
Funding Sources The Toledo Police Department is funded 95.14% by the General Fund. The department also has CIP funding for capital projects, funding from municipal tow lot operations, and SCM&R.
2021 Highlights The 2021 Police Department budget supports 679.46 FTEs, including a budgeted class of 31 new officers scheduled to start in October. Labor costs constitute the largest portion of the department’s proposed budget, with a total cost of $76,359,151
The 2021 proposed General Fund supplies and services budget of $7,670,856 will support current operations, as well as programs and initiatives such as continued support of Data Driven Policing.
172 Toledo Police Police
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 1 1.00 2.00 2.00 2.00 Administrative Analyst 4 1.00 1.00 1.00 1.00 Administrative Assistant - 0.62 0.62 0.62 Administrative Specialist 2.00 2.00 2.00 2.00 Administrative Technician 1 2.00 2.00 2.00 2.00 Administrator-Administrative Services 2 - 0.67 - - Administrator-Public Services 2 1.00 1.00 1.00 1.00 Clerk Specialist 2 1.00 1.00 1.00 1.00 Criminalist 2.00 2.00 1.42 - Director-Public Services 1.00 1.00 1.00 1.00 Police - Secretary 1.00 1.00 1.00 1.00 Police Captain 6.00 7.00 7.00 7.00 Police Data Control Clerk 1.00 1.00 1.00 1.00 Police Data Entry Clerk 6.00 6.00 4.58 4.00 Police Deputy Chief - Pro Tem 3.00 3.00 3.00 3.00 Police Lieutenant 28.00 28.00 28.00 28.00 Police Officer 506.73 515.85 495.43 493.84 Police Records Clerk 42.00 42.00 31.00 31.00 Police Sergeant 97.00 96.00 96.00 96.00 Secretary 1 1.00 0.62 0.21 - Secretary 3 0.62 - - - Senior Criminalist 1.00 1.00 1.00 1.00 Staff Criminalist - - - 1.00 Traffic Aide 3.00 3.00 2.16 1.00 Utility Worker 1.00 1.00 1.00 1.00 Grand Total 708.35 718.76 683.42 679.46
2021 Proposed Budget -Police
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 52,465,374 97,902 - - - - 52,563,276 Overtime 3,127,190 - - - - - 3,127,190 Pension 10,360,515 13,706 - - - - 10,374,221 Employment Taxes & Medical 9,848,502 28,100 - - - - 9,876,602 Other Personnel 557,570 - - - - - 557,570 Supplies 1,000,533 - - - 41,610 - 1,042,143 Services 8,120,323 - - - 1,012,599 - 9,132,922 Capital - - - 1,105,500 - - 1,105,500 Debt, Transfers & Other - - - 300,000 1,601,511 - 1,901,511 Total 85,480,006 139,708 - 1,405,500 2,655,720 - 89,680,934
173 Toledo Police General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 49,070,520 48,364,106 51,289,302 54,823,256 53,565,214 52,465,374 Overtime 3,049,610 2,968,685 2,936,356 3,042,720 3,042,720 3,127,190 Pension 9,528,958 9,721,236 10,101,507 10,766,353 10,551,144 10,360,515 Employment Taxes & Medical 9,256,906 8,237,104 9,429,735 10,513,864 10,197,887 9,848,502 Other Personnel 421,688 422,365 436,705 557,570 497,570 557,570 Supplies 1,681,772 1,300,026 1,167,114 1,257,300 937,077 1,000,533 Services 4,922,422 4,666,587 5,895,296 5,957,151 5,642,398 8,120,323 Capital ------Debt, Transfers & Other - 35,000 - - - - Total 77,931,875 75,715,109 81,256,016 86,918,214 84,434,010 85,480,006
Street Construction, Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 68,520 54,391 38,142 115,003 115,003 39,505 Overtime 1,102 313 - - - - Pension 9,747 7,181 5,340 16,100 16,100 5,531 Employment Taxes & Medical 39,221 33,891 38,421 41,525 41,525 13,913 Other Personnel ------Supplies ------Services 5,200 - - - - - Capital ------Debt, Transfers & Other ------Total 123,789 95,777 81,903 172,629 172,629 58,948
Operation Grants
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 119,023 (139,636) - - 124,127 58,397 Overtime 196,398 158,297 107,228 - 315,119 - Pension 46,435 4,729 24,154 - 44,516 8,176 Employment Taxes & Medical 45,226 78,740 5,895 - 39,422 14,187 Other Personnel ------Supplies 300,484 242,470 604,373 - 756,027 - Services 154,247 132,272 74,057 - 445,113 - Capital ------Debt, Transfers & Other ------Total 861,813 476,872 815,708 - 1,724,323 80,760
174 Toledo Police Capit al Impr ov ement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies 77,641 228,332 114,002 - 168,998 - Services 71,664 - 430,033 - 1,557,768 - Capital 1,285,872 21,394 763,656 1,796,320 65,747 1,105,500 Debt, Transfers & Other 748,183 748,183 748,183 - - 300,000 Total 2,183,360 997,909 2,055,874 1,796,320 1,792,513 1,405,500
Municipal Tow Low
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies 31,866 43,941 41,700 39,910 39,910 41,610 Services 865,945 885,982 962,061 1,061,582 1,061,582 1,012,599 Capital ------Debt, Transfers & Other 1,064,800 1,288,134 1,469,693 1,396,916 1,396,916 1,601,511 Total 1,962,612 2,218,057 2,473,453 2,498,408 2,498,408 2,655,720
175 Toledo Fire and Rescue
Mission Statement The mission of the Toledo Fire and Rescue Department is the protection of the community from fire and other emergencies through education, fire prevention code enforcement, emergency disaster planning, and the response of highly trained personnel.
Since 1837, Toledo Firefighters have been protecting the citizens of Toledo first as volunteers, then in 1868 as paid Firefighters. The first fire station was located on Cherry St. in 1837. Much has changed since those early years. Now, the Toledo Fire and Rescue Department has 18 fire stations located strategically throughout the city. In addition to responding to fires, all Toledo firefighters are trained Emergency Medical Technicians and many are also certified Paramedics. Each year the Toledo Fire Department responds to over 60,000 emergency incidents. These incidents include fire, medical, hazardous materials incidents, water rescue, confined space rescue, homeland security and any other necessary emergency responses.
The Toledo Fire and Rescue Department is organized into the following bureaus:
Fire Communications Bureau – Dispatches all emergency and non-emergency incidents for the department; coordinates communications between field operations personnel, staff and outside agencies, other city emergency personnel, the airport and the National Weather Service; maintains a record of all radio communications for Police and Fire departments; oversees the repairs and maintenance of the 800 Mhz radio system and all radio communication equipment used by police, fire and public works.
Emergency Medical Services (EMS) –Monitors and assists in the EMT recertification for all members; coordinates with Lucas County personnel to staff City of Toledo/Lucas County Paramedic Life Squads; schedules and monitors attendance at mandatory paramedic continuing education; provides Q/A, Q/I for ALS and BLS response; order, distribute and maintain EMS supplies; review and recommend revisions to EMS protocols; acquire and maintain EMS records; review and revise BLS protocols; oversees the Community Paramedicine Program; locates and acquires State and Federal EMS grants; acts as a liaison with relevant community agencies and governmental agencies.
Field Operations - Responds to over 60,000 incidents annually that include all fires, medical emergencies, confined space and high angle rescues, hazardous material emergencies, water (dive) rescues, flooding emergencies, homeland security concerns and any other responses as deemed necessary. Field Operations monitors the fire ground for safety concerns and oversees line Safety Officers, investigates and reviews firefighter injuries, and oversees the department’s fleet and building maintenance programs.
176 Toledo Fire and Rescue
Safety Bureau – Responsible for keeping Toledo firefighters safe in the dynamic and ever- evolving fire service through development and management of safety training for personnel. The Safety Bureau helps to reduce injuries and protect the firefighters through training sessions that focus on high risk activity.
Building Maintenance Bureau – Enables the Fire Department to perform ‘in-house’ maintenance and repair of the fire stations and facilities. Building maintenance is conducted in a systematic and planned manner by the department’s Operations Bureau with the work of two civilian building trades employees. The department’s Building Maintenance personnel conduct minor repairs and preventative maintenance on equipment. Larger repairs are being completed by utilizing outside vendors that are registered with the City of Toledo. Large projects such as carpet and station remodeling are being addressed through the Capital Improvement Funding.
Fleet Maintenance Bureau –Responsible for the repair and maintenance of all department vehicles, apparatus, tools and equipment; tests for safety, performance and reliability of all department equipment; writes specifications and evaluates all new apparatus and equipment; distributes tools and equipment to all fire stations; maintains, distributes and inventories all safety clothing worn by firefighters. Works with the City’s Fleet Department on repair and maintenance of fire vehicles.
Fire Prevention Bureau (FPB) – Inspection of buildings, structures, and premises for fire hazards and the enforcement of the Fire Prevention Codes; distribution of smoke detectors; repository for all fire reports; provides public education on fire safety; reviews plans for new buildings and alterations to existing buildings for code compliance; contributes to the city’s building permit issuing process; inspects buildings that require annual permits and high hazard occupancies. This bureau interacts with the following city departments and governmental agencies: Building Inspection, Plan Commission, Water Department, Traffic Engineering, Health Department, Lucas County Building Regulations, State of Ohio Industrial Commission and Fire Marshal.
177 Toledo Fire and Rescue
Special Operations Bureau – Responsible for the department’s preparedness and ability to recognize and respond appropriately to traditional and non-traditional threats within our community; oversee specialized training in confined space rescue, high angle rope rescue, water rescue, dive rescue, and vehicle accident extrication; regional coordinator of the Northwest Ohio Urban Search and Rescue (USAR); involved in the following grants: Urban Area Security Initiative, Metropolitan Medical Response System (MMRS), Regional Medical Response System(RMRS), and State Homeland Security; coordinates RMRS & MMRS steering committees; leadership positions with Ohio Medical Technical Advisory Committee, Ohio Haz Mat/Decon Technical Advisory Committee, Ohio USAR Technical Advisory Committee. This bureau interacts with the Police Department, Ohio Emergency Management Agency (OEMA), Lucas County Emergency Management Agency (LCEMA) as well as nearly all of the top management of all City departments and City administration. Coordinate mutual aid agreements with 22 surrounding communities.
Fire Investigation Unit - Investigates the origin, cause and circumstances of fires that are of undetermined or incendiary in nature. Members of the Fire Investigation Unit are trained Arson Investigators with police powers. The Fire Investigation Unit is also tasked with investigating fires where there is serious injury or death in accordance with the laws of the City of Toledo and the State of Ohio.
Professional Standards Bureau - Maintains the highest level of integrity and professionalism for all employees of the department. The Professional Standards Bureau will respond to any credible information concerning misconduct by department employees, and is charged with the responsibility of investigating any serious allegations of misconduct involving an employee. Through the use of various investigative techniques, the Professional Standards Bureau gathers the necessary information needed to determine the truth surrounding an allegation. The employee’s rights are important and are protected through any investigation, along with the integrity and confidentiality of the investigation itself.
Training Bureau –Maintains training charters and accreditations as required by the State of Ohio; provides fire training for new recruits; coordinates and provides continuing fire training for all firefighters; provides re-entry training for firefighters who have been off work or away from regular fire duties for more than 6 months; provides initial EMT-B training for all members of the department; provides refresher training for all EMT-B’s; provides CPR training for all members; develops and updates department training manual; provides the department’s testing and evaluations of tools and equipment and provides paramedic training for department personnel. This bureau has offices at Owens Community College and the University of Toledo Medical Center. The Training Bureau also interacts with the Ohio Fire Academy through the State Fire Marshal’s office.
178 Toledo Fire and Rescue
Community Engagement – Engages the community through community outreach and public education; coordinates with Human Resources, Diversity and Inclusion, Law Department and other city departments and community organizations to develop effective public safety recruiting campaigns.
Support Services Bureau – Budget preparation and monitoring, purchasing, payroll, scheduling, timekeeping, human resource activities, contracts and ordinances. This bureau works as the liaison with the city’s departments of Information & Communication Technology, Human Resources, Purchasing, Affirmative Action, Treasury, Budgeting and Accounts
Funding Sources The Fire Department is funded 99.54% by the General Fund.
2021 Highlights The 2021 Fire & Rescue Department budget supports 662.19 FTEs, including a class of 50 firefighters budgeted to start in March. Labor costs constitute the largest portion of the department’s General Fund budget with a proposed total of $70,374,268.
Budget for supplies and services totals $6,002,600 and supports current operating expenditures including equipment and clothing purchase, training, contractual tuition obligations, building maintenance and fleet and fuel costs.
179 Toledo Fire and Rescue Fire
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Administrative Analyst 2 1.00 1.00 1.00 1.00 Administrative Assistant - 1.00 1.00 1.00 Administrative Specialist 1.00 1.00 1.00 1.00 Administrative Technician 1 1.00 1.00 - - Administrative Technician 2 - 0.50 0.50 0.50 Building And Grounds Maintenance Worker 1.00 1.00 1.00 1.00 Chief Financial Officer 1.00 1.00 1.00 1.00 Clerk Specialist 2 3.00 3.00 2.58 2.00 Director-Public Services 1.00 1.00 1.00 1.00 Fire - Maintenance Bureau 1.00 - - - Fire - Maintenance Bureau Supervisor - 1.00 1.00 1.00 Fire Battalion Chief 16.00 18.00 18.00 18.00 Fire Captain 13.00 16.00 16.00 13.00 Fire Captain (Medic 8%) 1.00 1.00 1.00 1.00 Fire Captain (Medic) 19.00 21.00 21.00 19.00 Fire Captain Maintenance Supervisor (Medic) 1.00 1.00 1.00 1.00
Position Title 2019 Budget 2020 Approved 2020 Amended 2021 Proposed Fire Communications Specialist 22.00 21.00 21.00 21.00 Fire Deputy Chief 4.00 4.00 4.00 4.00 Fire Fighter 209.94 203.49 199.10 212.69 Fire Fighter/Paramedic 194.00 181.99 181.99 189.00 Fire Fighter/Paramedic (8%) 3.00 2.00 2.00 2.00 Fire Inspector 6.00 8.00 6.58 6.00 Fire Lieutenant 43.00 36.00 36.00 33.00 Fire Lieutenant (Medic) 42.00 41.00 41.00 53.00 Fire Lieutenant/Paramedic - 6.00 6.00 - Fire Plans Examiner 1 1.00 1.00 1.00 1.00 Fire Plans Examiner 2 1.00 1.00 1.00 1.00 Manager-Administrative Services - 1.00 1.00 1.00 Medical Quality Control Billing Clerk 1.00 1.00 0.58 - Police Communications Specialist 1 31.00 32.00 32.00 32.00 Police Communications Specialist 2 30.00 30.00 30.00 30.00 Secretary 2 1.00 1.00 0.58 - Secretary 3 1.00 - - - Senior Trades Mechanic - 1.00 1.00 1.00 Supervisor-Communications 8.00 - - - Supervisor-Fire Communications - 6.00 6.00 6.00 Supervisor-Police Communications - 8.00 8.00 8.00 Trades Mechanic 1.00 - - - Total 658.94 653.98 645.91 662.19
180 Toledo Fire and Rescue 2021 Proposed Budget -Fire & Rescue
Special Expenditure Category & Revenue Debt Service Capital Enterprise Internal Source of Funds General Fund Funds Funds Projects Funds Funds Service Funds Total Labor 47,324,330 - - - - - 47,324,330 Overtime 4,310,914 - - - - - 4,310,914 Pension 11,576,207 - - - - - 11,576,207 Employment Taxes & Medical 9,597,892 - - - - - 9,597,892 Other Personnel 564,925 - - - - - 564,925 Supplies 1,523,006 - - - - - 1,523,006 Services 4,479,594 - - - - - 4,479,594 Capital - - - 365,000 - - 365,000 Debt, Transfers & Other ------Total 79,376,868 - - 365,000 - - 79,741,868
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor 42,484,003 42,466,871 45,587,285 47,558,814 47,069,828 47,324,330 Overtime 2,956,282 3,894,165 4,083,875 2,806,774 2,806,774 4,310,914 Pension 9,966,879 10,399,586 10,819,134 11,063,804 10,971,530 11,576,207 Employment Taxes & Medical 8,489,046 8,979,523 9,591,951 9,540,669 9,519,349 9,597,892 Other Personnel 573,211 547,207 541,411 602,275 593,725 564,925 Supplies 886,886 885,134 1,048,036 806,505 752,505 1,523,006 Services 3,249,548 3,437,668 3,772,444 4,031,455 3,786,148 4,479,594 Capital ------Debt, Transfers & Other ------Total 68,605,856 70,610,154 75,444,136 76,410,296 75,499,860 79,376,868
Capit al Impr ov ement
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies - - 489,862 - 1,738,421 - Services - - 95,850 - 377,405 - Capital - 290,276 2,285,077 350,000 2,718,630 365,000 Debt, Transfers & Other 1,481,024 1,139,990 943,683 153,000 153,000 - Total 1,481,024 1,430,266 3,814,472 503,000 4,987,455 365,000
181 Non – Departmental
Non-departmental expenditures include those expenditures not allocated to a specific City department or division. These include operating transfers, utility payments for City owned buildings, street lighting costs, building and space rental and refuse and recycling collection services. Non- Departmental also includes the budgeted General Fund salary savings target for civilian positions across all departments. Funding Sources: Non-departmental expenditures are primarily General Fund. 2021Hilights: The proposed general Fund budget includes $2.3 million dollars for the second phase LED street lighting conversion.
2021 Proposed Budget -Non-Departmental
Special Capital Expenditure Category & Revenue Debt Service Projects Enterprise Internal Source of Funds General Fund Funds Funds Funds Funds Service Funds Total Labor (1,650,000) - - - - - (1,650,000) Overtime ------Pension ------Employment Taxes & Medical 100,000 - - - - - 100,000 Other Personnel ------Supplies ------Services 20,319,358 3,839,330 - - - - 24,158,688 Capital ------Debt, Transfers & Other 40,959,704 - - - - - 40,959,704 Total 59,729,062 3,839,330 - - - - 63,568,392
General Fund Non-Departmental Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor (39,403) (29,489) (9,741) (1,650,000) (1,650,000) (1,650,000) Overtime ------Pension ------Employment Taxes & Medical 27,713 76,271 55,398 100,000 100,000 100,000 Other Personnel ------Supplies ------Services 13,025,281 12,733,844 14,238,095 15,673,963 15,273,963 15,325,248 Capital ------Debt, Transfers & Other 41,567,074 40,284,595 39,459,080 41,701,556 37,372,427 40,959,704 Total 54,580,665 53,065,220 53,742,831 55,825,519 51,096,390 54,734,952
182 Non – Departmental General Fund Utilities
General Fund
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services 2,666,869 2,693,660 2,618,927 4,279,785 5,565,796 4,994,110 Capital ------Debt, Transfers & Other ------Total 2,666,869 2,693,660 2,618,927 4,279,785 5,565,796 4,994,110
Street Construction, Maintenance & Repair
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services 346,598 347,741 315,123 360,500 360,500 378,530 Capital ------Debt, Transfers & Other ------Total 346,598 347,741 315,123 360,500 360,500 378,530
Special Assessment
Expenditure Category 2017 Actual 2018 Actual 2019 Actual 2020 Approved 2020 Amended 2021 Proposed Labor ------Overtime ------Pension ------Employment Taxes & Medical ------Other Personnel ------Supplies ------Services 3,240,519 3,140,796 3,417,951 3,326,000 3,326,000 3,460,800 Capital ------Debt, Transfers & Other ------Total 3,240,519 3,140,796 3,417,951 3,326,000 3,326,000 3,460,800
183 Appendix
184 Fiscal Plan & Projections
185 Introduction The City’s first long-term Fiscal Plan and Projection (The Plan) was instituted with the Approved FY 2020 Budget. The Plan is intended to guide decision-making around the achievement of balanced annual budgets, establishment and maintenance of strategic, prudent reserve funds, responsible reinvestment in capital infrastructure, and efficient use of resources.
The Plan was updated during the summer of 2020 to reflect revised revenue and expenditure projections necessitated by the economic impacts of the COVID-19 pandemic.
The Fiscal Plan and Projection included in this Proposed FY 2021 Budget builds on the planning efforts started in 2020, while recognizing the challenges of optimizing service delivery during a period of economic uncertainty and scare resources.
This document is intended to serve as a summary of the detailed planning efforts that have been undertaken as part of this strategic planning process. An effort has been made to provide readers with a summary key process descriptions, assumptions, guiding principles, and forecasts.
Key financial assumptions and targets have been superimposed on baseline financial data.
Revenue and Expenditure Assumptions
2020 Summary: Revenues and expenditures forecasts for fiscal year 2020 are based on analysis of prior year and year-to-date performance (through September 2020) and incorporate the projected positive impacts of CARES Act funding and State of Ohio workers’ compensation rebates received in 2020. The General Fund budget, amended in July, projected a spend-down of fund balance of approximately $19.1 million. As a result of the CARES Act funds and workers’ compensation rebates, the current General Fund projections estimate an increase to fund balance of approximately $23.8 million.
186 2021 Summary: Revenues and expenditures have been forecasted based on prior year and year-to-date analysis, while also reflecting the new ¼% income tax rate and projected collections, which will be used for roadway improvements.
Income Tax revenues are expected to grow approximately 1.7% in total over current year projections, prior to accounting for the new ¼% income tax. This estimate reflects projected growth in withholding collections, while decreases are estimated in business net profit and individual collections compared to 2020 projections.
Factoring in the new ¼% income tax, which is expected to generate in excess of $19.0 million annually for road improvements beginning in 2022, total income tax collections in 2021 are projected to exceed currently estimated 2020 collections by 11.3%.
Other revenues are expected to grow approximately 4% over current year projections, which reflects a partial rebound in revenues from the levels experienced during the COVID-19 pandemic in spring and early summer 2020.
Operating Transfer revenues projected for 2021 include a transfer in from the Capital Improvement Fund of $11.0 million.
2022-2029 Summary:
Income Tax revenue is projected to grow by an average of approximately 2.8%. The Finance Department’s Division of Taxation is reorganizing in order to more effectively utilize federal income tax data to identify income for which taxes have not yet been paid. It is estimated that a structural increase of 1% or more can be realized from a more effective approach.
Other revenue is slated to grow at a pace of approximately 2%.
Operating Transfer from the Capital Improvement Fund is expected to be $16.5 million annually to provide sufficient resources to maintain City operations, including essential public safety services.
Salary and fringe expenses are projected to grow by 1% annually in order to maintain reserves in the fund balance.
Supplies and services expenses are anticipated to grow at a pace of approximately 1% in order to maintain reserves in the fund balance.
187 Financial Targets and Other Criteria
Several key indicators establish the overarching fiscal goals that serve as a foundation for the Plan. The targets identified below are consistent with those commonly practiced by municipal enterprise funds, and reflect the entrepreneurial nature of the Plan. Each is designed to address specific objectives to ensure the fiscal health of the organization.
Fund Balance: the City’s long-term goal is to achieve an unreserved fund balance of $40 million in the General Fund. This fund balance is designed to address short-term operating fluctuations and provide liquidity when receipts are lagging targets or when unanticipated expenditures occur. The targeted metric is equivalent to approximately 1½ months of operating expense, consistent with sound financial planning for many entities. Although current projections for 2020 indicate a year-ending fund balance in excess of the target, a spend-down in reserves is expected through 2025.
CIP Funding: It is necessary that the City ensure adequate replacement of its infrastructure, which is vital to the long-term needs of its constituents. The goal for CIP funding will result in a level of annual investment (as measured by actual revenue financed capital and principal paid on debt) that is at least equal to the depreciation expense of our infrastructure. In this manner we are ensuring that the City’s equity in its assets is not depleted.
Annual New Road & Bridge Matches & Planning Projects: the City’s major road and bridge system is vital to sustaining major industrial activity, as well as the access of our residents to major employers, shopping, and other commercial opportunities, as well as to regional and interstate highway and transportation systems. The City has access to federal and state funding to maintain these systems as long as the City commits a certain amount of matching funding. The Plan reflects currently expected Matches & Planning funds for 2021-2025.
Annual New Buildings, Machinery and Equipment Projects: the cost- effective delivery of City services relies on the maintenance of facilities, fleet and major equipment, including buildings, heating and cooling systems, police patrol cars and tactical units, fire trucks and ambulances, heavy duty trucks for snow plowing, public works, utility system maintenance, and light-duty staff vehicles, which support various City departmental needs.
188 Financial Targets and Other Considerations
CIP Funding (continued):
Annual New Residential Road Projects: the City’s Residential Road system is currently declining due to a lack of adequate repair and replacement. The passage of an additional ¼% income tax in November 2020 will provide over $19.0 million for roadway improvements. The Plan assumes renewal of the temporary ¼% in future years in order to continue critical investments in road infrastructure.
Debt Financing for Capital Improvements: This target refers to creating mechanisms to address the capital needs of the City in the most responsible and efficient manner possible. It includes establishing the optimal balance of debt and revenue to balance the current and long-term financing responsibility. This approach is designed to assure that the City’s equity position in its infrastructure is sound, to provide a stable source of funds for routine replacement capital expenses. The goal would be to achieve investment targets for CIP, while maintaining outstanding debt at levels that are acceptable. The City would not exceed the 5.5% limit for non-voted General Obligation debt as imposed by State Law.
Bond Ratings: One of the overarching principles embedded within The Plan is to achieve and maintain excellent bond ratings. The reserve fund and capital financing strategies identified above are intended to directly impact this metric. In addition to the direct impact of lower borrowing costs on future debt issuances, improved bond ratings have the indirect impact of enhancing community pride and the marketability to new commerce.
189 City of Toledo Performance Plan
190 City of Toledo Performance Plan Priority Department Strategic Objective Activity Performance Indicator No. Priority Basic Services 1 D&I Basic Ensure prompt response to employee Hire investigative staff to reduce Investigate new complaints Services concerns of harassment and complaint investigation period. within 45 days discrimination. 1 D&I Basic Ensure prompt response to calls for Investigate and coordinate city Investigate new requests and Services accessible services across the city. resources to ensure compliance with resolve within 45 days Title II 1 D&I Basic Ensure prompt response to employee Hire investigative staff to reduce Resolve outstanding complaints by Services concerns of harassment and complaint investigation period. December 2021 discrimination. 1 DPS Basic Prove quality city services such as trash Solid waste recycling and waste .05% increase in waste Services collection and solid waste management collection compacted services that encourage community-wide recycling, reuse, and waste reduction.
1 DPS Basic Prove quality city services such as trash Solid waste recycling and waste 0.86 AUF waste compacted Services collection and solid waste management collection services that encourage community-wide recycling, reuse, and waste reduction.
1 DPS Basic Prove quality city services such as trash Solid waste recycling and waste 10% decrease in contaminated Services collection and solid waste management collection recyclable shipped for services that encourage community- processing from a baseline of wide recycling, reuse, and waste 4,312 reduction.
1 DPS Basic Ensure prompt response to calls for Continue the expansion and effective 2 day decrease response time to Services service across the city. mobilization of programming/services service requests (mowing, potholes, cleaning, compaction) 1 DPS Basic Ensure prompt response to calls for Continue the expansion and effective 5% decrease grass related Services service across the city. mobilization of programming/services code enforcement complaints (mowing, potholes, cleaning, compaction) 1 DPU Basic Predict locations of lead service lines for Complete lead line replacement study. 100% completion of lead line Services future replacement. replacement study by 2nd quarter. 1 DPU Basic Ensure customers have easy access to Implement Customer Self Service Portal Decrease average calls per call Services their accounts and several bill paying which will open up several center representative by 10% methods. communication channels to both provide and gather information from customers to improve service. 1 Economic Basic Ensure prompt response to calls for Implement CityWorks PLL into June-22 Development Services service across the city. Building Inspection 1 Economic Basic Ensure prompt response to calls for Cross train employee to reduce delays 100% of employees cross Development Services service across the city. trained by December 2021 1 Economic Basic Ensure prompt response to calls for Ensure development and construction 12 average number of days for Development Services service across the city. timeframes are as short as possible to building plan review support ease of doing business with the city 1 Economic Basic Ensure prompt response to calls for Ensure development and construction 90% of office calls answered Development Services service across the city. timeframes are as short as possible to within 3 minutes support ease of doing business with the city 1 Economic Basic Ensure prompt response to calls for Ensure development and construction 90% of voicemails and emails Development Services service across the city. timeframes are as short as possible to responded to within 3 days support ease of doing business with the city 1 Economic Basic Ensure prompt response to calls for Ensure development and construction 98% of building plans reviewed Development Services service across the city. timeframes are as short as possible to within 12 days support ease of doing business with the city 1 Economic Basic Ensure prompt response to calls for Ensure development and construction 98% of commercial inspections Development Services service across the city. timeframes are as short as possible to complete within 3 days support ease of doing business with the city 1 Economic Basic Ensure prompt response to calls for Ensure development and construction 98% of inspections complete Development Services service across the city. timeframes are as short as possible to within 1 hours (drive time, support ease of doing business with the inspection & results) city 1 Economic Basic Ensure prompt response to calls for Ensure development and construction 98% of inspections completed Development Services service across the city. timeframes are as short as possible to within 4 days support ease of doing business with the city
191 Priority Department Strategic Objective Activity Performance Indicator No. Priority 1 Economic Basic Ensure prompt response to calls for Ensure development and construction 98% of resident inspections Development Services service across the city. timeframes are as short as possible to complete within 3 days support ease of doing business with the city 1 Finance Basic Ensure the efficient and effective use of Develop and implement plan to March-21 Services tax-payer dollars in providing city respond to audit findings services. 1 Finance Basic Ensure the efficient and effective use of Support implementation of OpenGov June-21 Services tax-payer dollars in providing city budget and performance tracking services. software for greater transparency, performance management, and reporting. 1 Finance Basic Ensure the efficient and effective use of Conduct cost allocation study of City- September-21 Services tax-payer dollars in providing city wide internal support services and services. related costs to determine most appropriate allocation on indirect costs to various city funds 1 Finance Basic Ensure the efficient and effective use of Reclassify positions to maximize $500,000 in additional income Services tax-payer dollars in providing city income tax collections and grow tax revenue (contingent upon services. General Fund balance division reclassification)
1 Fire Basic Ensure the efficient and effective use of Disaggregate BLS data to identify June-21 Services tax-payer dollars in providing City opportunities to reduce runs to provide services. more efficient and effective service.
1 Fire Basic Ensure the efficient and effective use of Insure working smoke alarms are # of functional smoke detectors Services tax-payer dollars in providing City installed in all occupied homes found in structure fires services. 1 Fire Basic Ensure the efficient and effective use of Insure working smoke alarms are 60% increase in the number of Services tax-payer dollars in providing City installed in all occupied homes functional smoke detectors found services. in structure fires 1 Fire Basic Ensure response to calls for service Achieve a satisfactory level of 90% of Advanced Life Support Services across the city. performance relating to the runs arrive 5 minutes or less organization and deployment of (dispatch to arrival) Advanced Life Support (ALS) Incidents at the 90th percentile 1 Fire Basic Ensure response to calls for service Achieve a satisfactory level of 90% of Basic Life Support runs Services across the city. performance relating to the organization arrive 5 minutes or less (dispatch and deployment of Basic Life Support to arrival) (BLS) Incidents at the 90th percentile
1 ICT Basic Maintain, preserve, and manage City Manage risk (security and reliability) by September-21 services records and information/data with clear, implementing secondary data center. forward-looking plans so that data will be a readily accessible resource that contributes to community goals.
1 ICT Basic Maintain, preserve, and manage City Manage risk by eliminating W7 December-21 services records and information/data with clear, extended support forward-looking plans so that data will be a readily accessible resource that contributes to community goals.
1 ICT Basic Maintain, preserve, and manage City Manage Risk through continued December-21 services records and information/data with clear, Cybersecurity awareness and testing forward-looking plans so that data will program be a readily accessible resource that contributes to community goals.
1 ICT Basic Ensure prompt response to calls for Establish a plan to improve application December-21 services service across the city. support beyond Cityworks/GIS & End User Support Staff levels
1 ICT Basic Maintain, preserve, and manage City Manage risk by eliminating W7 85% of W7 machines replaced services records and information/data with clear, extended support forward-looking plans so that data will be a readily accessible resource that contributes to community goals.
1 ICT Basic Maintain, preserve, and manage City Manage Risk through continued 90% of employees pass services records and information/data with clear, Cybersecurity awareness and testing phishing test” forward-looking plans so that data will program be a readily accessible resource that contributes to community goals.
1 ICT Basic Maintain, preserve, and manage City Manage risk (security and reliability) by Annual recovery test completed services records and information/data with clear, implementing secondary data center. forward-looking plans so that data will be a readily accessible resource that contributes to community goals.
192 Priority Department Strategic Objective Activity Performance Indicator No. Priority 1 ICT Basic Ensure prompt response to calls for Establish a plan to improve application Staffing model and job services service across the city. support beyond Cityworks/GIS & End descriptions complete User Support Staff levels
1 Neighborhoods Basic Ensure prompt response to calls for Revise EngageToledo Service Level January-21 Services service across the city Agreement (SLA) to streamline constituent calls for service 1 Neighborhoods Basic Ensure prompt response to calls for Implement call-tracking software for the July-21 Services service across the city Division of Code Enforcement for prompt intake and communication to citizens
1 Neighborhoods Basic Maintain, preserve and manage City Interface with other Divisions on the December-21 Services records and information/data with platform consistent with safe data- clear, forward-looking plans so that sharing data will be a readily accessible resource that contributes to community goals 1 Neighborhoods Basic Ensure the efficient and effective use of Continue to closely monitor all CDBG Clean annual audit review from Services tax-payer dollars in providing City and ESG funded activities on a monthly HUD/June 2021 services. basis for HUD compliance.
1 Neighborhoods Basic Maintain, preserve and manage City Develop external dashboads for greater Dashboards March 2021 Services records and information/data with transparency of performance outcomes clear, forward-looking plans so that data will be a readily accessible resource that contributes to community goals 1 Neighborhoods Basic Ensure the efficient and effective use of Continue to account for all federal Zero Findings from the City Services tax-payer dollars in providing City dollars, draw down from HUD timely and outside auditor/June 2021 services. reconcile all grants on an annual basis.
1 Plan Basic Ensure prompt response to calls for Perform research, conduct data 25 request for maps or research Commission Services service analysis, and create maps to convey topics for various City departments planning information. and neighborhood groups
1 Plan Basic Ensure prompt response to calls for Review compliance with the zoning 70% of agency reviews within 14 Commission Services service code and any applicable case days average business days for requirements which require involves agency review comments communication with developers, property owners, and other city agencies 1 Plan Basic Ensure prompt response to calls for Review compliance with the zoning 75% of applications review Commission Services service code and any applicable case within 14 business days requirements which require involves communication with developers, property owners, and other city agencies 1 Plan Basic Ensure prompt response to calls for Review compliance with the zoning aver age processing days by Commission Services service code and any applicable case application type requirements which require involves communication with developers, property owners, and other city agencies 1 Plan Basic Maintain, preserve, and manage City Comprehensive plan May 2023 completion Commission Services records and information/data with clear, forward-looking plans so that data will be a readily accessible resource that contributes to community goals.
1 Police Basic Ensure public safety employees are Purchase body warn cameras June-21 Services well-trained, equipped, accountable, transparent, and respectable.
1 Police Basic Ensure prompt response to calls for Introduce false alarm ordinance to December-21 Services service reduce burglary and robbery alarms
1 Police Basic Ensure prompt response to calls for Purchase 13 new vehicles % of vehicles over five years Services service old 1 Police Basic Ensure public safety employees are Work with the program manager for the 1% decrease in ShotSpotter Services well-trained, equipped, accountable, Mayor’s Initiative to Reduce Gun notifications transparent, and respectable. Violence on strategies to reduce gun violence. 1 Police Basic Ensure public safety employees are Invest resources into officer training 10 cadet volunteer training Services well-trained, equipped, accountable, and development hours per week in high risk transparent, and respectable. neighborhoods
1 Police Basic Ensure public safety employees are Purchase body warn cameras 100% of officers with cameras Services well-trained, equipped, accountable, transparent, and respectable.
193 Priority Department Strategic Objective Activity Performance Indicator No. Priority 1 Police Basic Ensure prompt response to calls for Utilize real time information to 2% decrease in response times Services service determine where crime is happening to for Priority 1 and 2 calls for quickly deploy officers service (2019 Priority 1 – 6.10/Priority 2 – 20.4)
1 Police Basic Ensure public safety employees are Increase interactions with the 2-5 of community engagements in Services well-trained, equipped, accountable, community (walk/ride) high risk communities per week transparent, and respectable.
1 Police Basic Ensure prompt response to calls for Purchase 13 new vehicles 25% reduction in the time Services service vehicles are out for service 1 Police Basic Ensure prompt response to calls for Reintroduce Red Flex program 3% reduction in traffic Services service accidents 1 Police Basic Ensure public safety employees are Work with the program manager for the 5% decrease in gun violence Services well-trained, equipped, accountable, Mayor’s Initiative to Reduce Gun homicides transparent, and respectable. Violence on strategies to reduce gun violence. 1 Police Basic Ensure public safety employees are Work with the program manager for the 5% decrease in gun violence Services well-trained, equipped, accountable, Mayor’s Initiative to Reduce Gun injuries transparent, and respectable. Violence on strategies to reduce gun violence. 1 Police Basic Ensure public safety employees are Increase interactions with the Average number of TPD officers Services well-trained, equipped, accountable, community (walk/ride) on foot patrol per week transparent, and respectable. : 1st quarter 10/week, 2nd and 3rd quarter 40/week, 4th quarter 10/week 1 Police Basic Ensure prompt response to calls for Purchase 13 new vehicles Average time vehicles are out Services service for service 1 Police Basic Ensure prompt response to calls for Purchase 13 new vehicles Average vehicle age Services service 1 Police Basic Ensure prompt response to calls for 2020 academy class of 25 Ratio of officers to citizens Services service (GOAL: 2.4 officers per 1,000 residents) 1 Police Basic Ensure public safety employees are Work with consultant to review police Report by June 2021 Services well-trained, equipped, accountable, data and make recommendations (Contingent upon transparent, and respectable. consultant timeline)
194 City of Toledo Performance Plan Priority Department Strategic Objective Activity Performance Indicator No. Priority Environment 2 DPS Environment Promote conservation of natural Incorporate environmental resource 2% of park space resources by incentivizing and conservation messaging in city parks. implementing sustainable practices, energy efficiency, and alternative energy solutions. 2 DPS Environment Promote and implement sustainability Improve health of tree canopy while 5% increase year-over-year in practices within the organization. also addressing residents’ concerns. trees planted
2 DPS Environment Promote and implement sustainability Imp rove health of tree canopy while 665 trees planted practices within the organization. also addressing residents’ concerns.
2 DPS Environment Promote and implement sustainability Maintain the Hoffman Road Landfill within Tons of cubic yards 0.86 practices within the organization. Ohio EPA and Lucas County HD regulatory requirements within Notice of Violations (NOVs) 2 DPU Environment Maintain reliable utility infrastructure to Continue to target a reduction in total <0.6 mg/l for phosphorous (limit deliver safe and clean water to all phosphorus and e-coli count in the 1.0) <100 count per 100 ml for residents and facilitate wastewater plant’s final effluent e-coli (limit 126 for the month) treatment and storm water management. 2 DPU Environment Maintain public infrastructure that Reduce backlog of jobs in the Division of 10% reduction in workorder serves the needs of the community Sewers and Water Distribution to address backlog in both divisions including utilities and water supply. Top 3 City Works complaints
2 DPU Environment Operate water, sewer, and storm Implement current Green 100% complete by 4th quarter water utilities in a manner which Infrastructure Maintenance provides for the health of the community and protects and promotes environmental sustainability.
195 City of Toledo Performance Plan Priority Department Strategic Objective Activity Performance Indicator No. Priority Quality Investment 3 D&I Quality Encourage entrepreneurship with local, Complete disparity study December-21 Investment minority, and women business owners by supporting access to contracting opportunities and counseling services within the City.
3 DPS Quality Develop and sustain public infrastructure Continue the expansion and effective 119.52 miles of alleys cleaned Investment that services the needs of the community mobilization of programming/services including roads, parks, green spaces, (mowing, potholes, cleaning, facilities, and Wi- Fi compaction)
3 DPS Quality Develop and sustain public infrastructure Continue the expansion and effective 1,660.09 centerline miles of Investment that services the needs of the community mobilization of programming/services leaf removal - 100% of lane including roads, parks, green spaces, (mowing, potholes, cleaning, miles of leaf removal facilities, and Wi- Fi compaction)
3 DPS Quality Develop and sustain public infrastructure Continue the expansion and effective 100% alleys cleaned Investment that services the needs of the community mobilization of programming/services including roads, parks, green spaces, (mowing, potholes, cleaning, facilities, and Wi- Fi compaction)
3 DPS Quality Develop and sustain public infrastructure Continue the expansion and effective 100% of utility restorations Investment that services the needs of the community mobilization of programming/services complete including roads, parks, green spaces, (mowing, potholes, cleaning, facilities, and Wi- Fi compaction)
3 DPS Quality Develop and sustain public infrastructure Convert all Toledo Edison and COT 28,000 streetlight converted by Investment that services the needs of the community owned streetlights to LED December 2021 including roads, parks, green spaces, facilities, and Wi- Fi
3 DPS Quality Develop and sustain public infrastructure Update city buildings, procurement 5% decrease in annual utility bill Investment that services the needs of the community and equipment through energy expenses based on pending including roads, parks, green spaces, efficiencies and savings contract with Leopardo facilities, and Wi- Fi
3 DPS Quality Develop and sustain public infrastructure Continue the expansion and effective 5% decrease of grass related Investment that services the needs of the community mobilization of programming/services code enforcement complaints including roads, parks, green spaces, (mowing, potholes, cleaning, facilities, and Wi- Fi compaction)
3 DPS Quality Develop and sustain public infrastructure Continue the expansion and effective 850 of utilityrestorations Investment that services the needs of the community mobilization of programming/services including roads, parks, green spaces, (mowing, potholes, cleaning, facilities, and Wi- Fi compaction)
3 DPS Quality Develop and sustain public infrastructure Continue the expansion and effective Decrease response time to Investment that services the needs of the community mobilization of programming/services service requests by two days including roads, parks, green spaces, (mowing, potholes, cleaning, facilities, and Wi- Fi compaction)
3 DPS Quality Provide and support availability of high Maintain current, and increase new Increase from 14 to 18 Investment quality, affordable recreational program partner relationships collaborative partners. (29%) programming and activities that appeal to people of all demographics.
3 DPU Quality Implement a $19.5 million residential Complete the construction program in Complete resurfacing, Investment road resurfacing program 2021. reconstruction or reclamation on 42 miles of residential roads
3 Economic Quality Use investment incentives, policies, and Invest in due diligence items for the December-21 Development Investment maintain updated marketing materials, Spitzer and Nicholas buildings with engagement strategies and development economic development partners to review processes to invite investment and position them for redevelopment. reinvestment by offering consistent and transparent processes to developers.
3 Economic Quality Use investment incentives, policies, and Create an economic development December-21 Development Investment maintain updated marketing materials, strategic plan engagement strategies and development review processes to invite investment and reinvestment by offering consistent and transparent processes to developers.
196 Priority Department Strategic Objective Activity Performance Indicator No. Priority 3 Economic Quality Enforce regulations to ensure home and Work with sign code taskforce to December-21 Development Investment public spaces are structurally secure, complete a new draft sign code, clean, visually appealing, and promote permit forms, and procedures, and community well-being enforcement policies.
3 Economic Quality Encourage entrepreneurship with lcoal, Complete the Disparity Study December-21 Development Investment minmority, and women business owners by supporting access to counseling, capital, and contracting opportunities. 3 Economic Quality Encourage entrepreneurship with lcoal, Support NRSA by identifying, mapping, # of businesses served by Development Investment minmority, and women business owners and conducting outreach to businesses in target area by supporting access to target areas, connecting businesses to counseling, capital, and contracting COT and community programs and opportunities. incentives that support retention and growth
3 Economic Quality Encourage entrepreneurship with lcoal, Support NRSA by identifying, mapping, $ invested to support business Development Investment minmority, and women business owners and conducting outreach to businesses in growth by supporting access to counseling, target areas, connecting businesses to capital, and contracting opportunities. COT and community programs and incentives that support retention and growth
3 Economic Quality Use investment incentives, policies, and Leverage City incentives and $1,065,365 investment from the Development Investment maintain updated marketing materials, resources to drive job creation, Toledo Expansion Incentive engagement strategies and development retention and capital investment program created 4,365 new jobs review processes to invite investment and and generated $4,102,690 in new reinvestment by offering consistent and income tax. (2020 Baseline) transparent processes to developers.
3 Economic Quality Encourage entrepreneurship with lcoal, Provide technical assistance to local $1,347,500 of EDL loans Development Investment minmority, and women business owners W/MBE companies by supporting access to counseling, capital, and contracting opportunities.
3 Economic Quality Use investment incentives, policies, and Leverage City incentives and resources to $353,462 investment from the Development Investment maintain updated marketing materials, drive capital investment, eliminate blight, Business Incentive Grant program engagement strategies and development decrease vacancy, and improve the leveraged $706,924 in private review processes to invite investment and condition of the commercial and investment.(2020 Baseline) reinvestment by offering consistent and industrial building stock. transparent processes to developers.
3 Economic Quality Encourage entrepreneurship with lcoal, Support NRSA by identifying, mapping, % revenue growth as a result of Development Investment minmority, and women business owners and conducting outreach to businesses in assistance (2021 Baseline) by supporting access to counseling, target areas, connecting businesses to capital, and contracting opportunities. COT and community programs and incentives that support retention and growth
3 Economic Quality Use investment incentives, policies, and Leverage city-owned real estate, not 10 of acres of properties sold Development Investment maintain updated marketing materials, needed for a municipal purpose, to engagement strategies and development attract new jobs and investment. review processes to invite investment and reinvestment by offering consistent and transparent processes to developers.
3 Economic Quality Encourage entrepreneurship with lcoal, Provide technical assistance to local 21 small business expand their Development Investment minmority, and women business owners W/MBE companies operations by supporting access to counseling, capital, and contracting opportunities.
3 Economic Quality Use investment incentives, policies, and Proactively conduct Business Retention 25 of BRE Visits Development Investment maintain updated marketing materials, and Expansion (BRE) visits with existing engagement strategies and development companies review processes to invite investment and reinvestment by offering consistent and transparent processes to developers.
3 Economic Quality Use investment incentives, policies, and Leverage city-owned real estate, not 3 of properties sold Development Investment maintain updated marketing materials, needed for a municipal purpose, to engagement strategies and development attract new jobs and investment. review processes to invite investment and reinvestment by offering consistent and transparent processes to developers.
197 Priority Department Strategic Objective Activity Performance Indicator No. Priority 3 Neighborhoods Quality Proactively (re)invest in neighborhoods Complete City of Toledo January-21 Investment through support of programs and Neighborhood Capacity Building encourage sustainable community Institute (NCBI) curriculum and (re)development and rehabilitation framework. practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Lead Poisoning Prevention January-21 Investment through support of programs and Communication Plan encourage sustainable community (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Partner with Division of Housing to January-21 Investment through support of programs and coordinate education and outreach encourage sustainable community activities to educate property owners on (re)development and rehabilitation available resources practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Enforce regulations to ensure home and Center for Community Progress Code J anuary-21 Investment public spaces are structurally secure, Enforcement Assessment clean, visually appealing, and promote community well-being.
3 Neighborhoods Quality Enforce regulations to ensure home and Establish workgroup including mayoral January-21 Investment public spaces are structurally secure, staff, Council, DON and Land Bank to clean, visually appealing, and promote implement CCP Assessment community well-being. Recommendations
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Recruit and begin yearlong training for March-21 Investment through support of programs and first NCBI cohort (18 organizations and encourage sustainable community leaders) (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Enforce regulations to ensure home and Coordinate with stakeholder organizations March-21 Investment public spaces are structurally secure, to develop a community focused clean, visually appealing, and promote approach to nuisance abatement community well-being.
3 Neighborhoods Quality Enforce regulations to ensure home and Update Code Enforcement legislation for March-21 Investment public spaces are structurally secure, greater enforcement capacity clean, visually appealing, and promote community well-being.
3 Neighborhoods Quality Enforce regulations to ensure home and -part of the review & assessment March-21 Investment public spaces are structurally secure, from the CCP clean, visually appealing, and promote community well-being.
3 Neighborhoods Quality Enforce regulations to ensure home and -review current registration & March-21 Investment public spaces are structurally secure, enforcement non-lead property clean, visually appealing, and promote maintenance code for re-assignment to community well-being. other Divisions
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Complete capacity building plan and July-21 Investment through support of programs and strategy for the Frederick Douglas encourage sustainable community Center Board. (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Comprehensive Housing Study July-21 Investment through support of programs and completion encourage sustainable community (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
198 Priority Department Strategic Objective Activity Performance Indicator No. Priority 3 Neighborhoods Quality Enforce regulations to ensure home and Complete and fund proactive dumping July-21 Investment public spaces are structurally secure, “hot spots ” plan including cameras, clean, visually appealing, and promote monitoring, dumpsters, scheduled community well-being. pick-ups, etc.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Establishment of Comprehensive August-21 Investment through support of programs and Housing Study Action Plan work encourage sustainable community group. (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Complete NRSA plan development and December-21 Investment through support of programs and HUD approval process encourage sustainable community (Junction/Englewood/East Toledo/Old (re)development and rehabilitation South End) practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Enforce regulations to ensure home and Develop a strategy for enforcement on December-21 Investment public spaces are structurally secure, the Lead Safe Ordinance and rental clean, visually appealing, and promote registry program community well-being.
3 Neighborhoods Quality yProactivel (re)invest in neighborhoods Develop vacant land strategy in July-22 Investment through support of programs and partnership with Land Bank, Economic encourage sustainable community Development, Code Enforcement and (re)development and rehabilitation Plan Commission to be included in practices that address blight, and Comprehensive Housing Strategy and preserve and protect historic properties. Comprehensive Plan.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods HOME and CDBG gap financing for 10 homebuyer units/December Investment through support of programs and construction and rehabilitation of 2021 encourage sustainable community rental and homebuyer units (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods HOME funding for Tenant Based 10 Homeless families assisted Investment through support of programs and Rental Assistance TPS homeless with TBRA/December 2021 encourage sustainable community families (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Blight removal through strategic 10 units/ December 2021 Investment through support of programs and residential property demolition encourage sustainable community (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Continued implementation of the 100 new homeowners assisted Investment through support of programs and HOME At Last down payment and encourage sustainable community closing costs assistance program. (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Funding homeownership counseling in 100 new homeowners assisted Investment through support of programs and partnership with NODA and NTR encourage sustainable community (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Elimination of lead-based paint 125 properties receiving lead Investment through support of programs and through the Lead Paint Hazard remediation/ December 2021 encourage sustainable community Control Grant. (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
199 Priority Department Strategic Objective Activity Performance Indicator No. Priority 3 Neighborhoods Quality Proactively (re)invest in neighborhoods Implement In Rem Housing Repair 15 units/December 2021 Investment through support of programs and (tax-foreclosed housing) in partnership encourage sustainable community with Lucas County Land Bank. (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Fund programs/activities with the use of 19,000 persons/July 2021 Investment through support of programs and CDBG and ESG that address community encourage sustainable community (re) development, rehabilitation and (re)development and rehabilitation blight in neighborhoods, youth practices that address blight, and programming, homelessness and other preserve and protect historic properties. public services.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Fund programs/activities with the use of 19,000 persons/July 2021 Investment through support of programs and CDBG and ESG that address community encourage sustainable community (re) development, rehabilitation and (re)development and rehabilitation blight in neighborhoods, youth practices that address blight, and programming, homelessness and other preserve and protect historic properties. public services.
3 Neighborhoods Quality Enforce regulations to ensure home and Increase staff training opportunities 2 of staff training opportunities Investment public spaces are structurally secure, each clean, visually appealing, and promote community well-being.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Blight removal through strategic 2 structures (Driggs Diary N Investment through support of programs and industrial/commercial property and one other TBD) encourage sustainable community demolition (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Implement City of Toledo Net Zero 2 units/December 2021 Investment through support of programs and Energy Design Build competition for encourage sustainable community Junction and Old South End (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Lead worker/contractor outreach and 20 new lead workers recruited Investment through support of programs and training initiative with TPS. and trained in partnership with encourage sustainable community TPS construction trades (re)development and rehabilitation curriculum/December 2021 practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Implementation of Emergency Repair 25 units/December 2021 Investment through support of programs and Program for Seniors in partnership with encourage sustainable community East Toledo Senior Center. (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods HOME and CDBG gap financing for 60 rental units/July 2022 Investment through support of programs and construction and rehabilitation of encourage sustainable community rental and homebuyer units (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Elimination of lead based paint hazard 75 rental properties assisted Investment through support of programs and through the DON Landlord Early Bird /December 2021 encourage sustainable community Lead Grant (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
200 Priority Department Strategic Objective Activity Performance Indicator No. Priority 3 Neighborhoods Quality Proactively (re)invest in neighborhoods Implementation of enhanced owner 75 residents assisted with Investment through support of programs and occupied rehabilitation program (HOME housing preservation encourage sustainable community Rescue) in partnership with Maumee programs/ December 2021 (re)development and rehabilitation Valley Habitat for Humanity, DON and practices that address blight, and NTR.Enhancements to include layering of preserve and protect historic properties. roofing and painting and siding fund to create comprehensive upgrade of properties.
3 Neighborhoods Quality Enforce regulations to ensure home and Continue our partnership with various Continuous Investment public spaces are structurally secure, agencies and other City departments clean, visually appealing, and promote through the Code Enforcement Response community well-being. Team (CERT) to address chronic nuisance properties
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Implement Lead Poisoning Prevention December 2021 and beyond Investment through support of programs and Communication Plan depending on available funding encourage sustainable community (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality Proactively (re)invest in neighborhoods Develop strategic private sector Ongoing Investment through support of programs and funding partnerships encourage sustainable community (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Neighborhoods Quality yProactivel (re)invest in neighborhoods Identify and implement strategic Ongoing Investment through support of programs and investments for federal, state, and encourage sustainable community local funding to more effectively (re)development and rehabilitation address housing and community practices that address blight, and development needs preserve and protect historic properties.
3 Plan Quality Proactively (re)invest in neighborhoods Perform research, conduct data 25 request for maps or research Commission Investment through support of programs and analysis, and create maps to convey topics for various City departments encourage sustainable community planning information. and neighborhood groups (re)development and rehabilitation practices that address blight, and preserve and protect historic properties.
3 Plan Quality Proactively (re)invest in neighborhoods Process zone changes, special use 85% of applications will take 30 45 Commission Investment through support of programs and permits, site plan reviews, street and days to complete encourage sustainable community alley vacations, preliminary and final (re)development and rehabilitation plats and deed transfers. practices that address blight, and preserve and protect historic properties.
201 City of Toledo Performance Plan Priority Department Strategic Objective Activity Performance Indicator No. Priority Customer Service 4 ICT Customer Leverage technology and data Establish applications based data June-21 Service throughout the organization for more governance model efficient service delivery. 4 ICT Customer Leverage technology and data Implement Onbase Electronic Plan December-21 Service throughout the organization for more Review for Building Inspection efficient service delivery. 4 ICT Customer Leverage technology and data Implement HRIS Components as December-21 Service throughout the organization for more defined by HR efficient service delivery. 4 ICT Customer Leverage technology and data Implement Cityworks PLL for Building June-22 Service throughout the organization for more Inspection efficient service delivery. 4 ICT Customer Leverage technology and data Provide technology oversight for December-23 Service throughout the organization for more AMI/AMR related applications efficient service delivery. enhancements 4 ICT Customer Leverage technology and data Establish applications based data City Works governance model Service throughout the organization for more governance model complete, training is efficient service delivery. incorporated into operational plans 4 ICT Customer Leverage technology and data Implement Onbase Electronic Plan E plans review operational Service throughout the organization for more Review for Building Inspection efficient service delivery. 4 ICT Customer Leverage technology and data Implement Cityworks PLL for Building Project underway and meeting Service throughout the organization for more Inspection 06/2022 milestones efficient service delivery. 4 ICT Customer Leverage technology and data Implement HRIS Components as Project underway and meeting Service throughout the organization for more defined by HR 12/2021 project plan milestones efficient service delivery. 4 DPS Customer Leverage technology and data Enable CityWorks tablets for 119.52 miles of alleys cleaned Service throughout the organization for improved field management services efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order 119.52 miles of alleys cleaned Service throughout the organization for tracking efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order 1,660.09 centerline miles of Service throughout the organization for tracking leaf removal efficient service delivery. 4 DPS Customer Leverage technology and data Enable CityWorks tablets for 1,660.09 centerline miles of Service throughout the organization for improved field management services leaf removal - 100% of lane efficient service delivery. miles of leaf removal 4 DPS Customer Leverage technology and data Enable CityWorks tablets for 100% alleys cleaned Service throughout the organization for improved field management services efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order 100% alleys cleaned Service throughout the organization for tracking efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order 100% of lane miles of leaf Service throughout the organization for tracking removal efficient service delivery. 4 DPS Customer Leverage technology and data Enable CityWorks tablets for 100% of utility restorations Service throughout the organization for improved field management services complete efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order 100% of utility restorations Service throughout the organization for tracking complete efficient service delivery. 4 DPS Customer Leverage technology and data Enable CityWorks tablets for 5% decrease of grass related Service throughout the organization for improved field management services code enforcement complaints efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order 5% decrease of grass related Service throughout the organization for tracking code enforcement complaints efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order 80% of repairs complete within 26 Service throughout the organization for tracking hours efficient service delivery. 4 DPS Customer Leverage technology and data Enable CityWorks tablets for 850 of utility restorations Service throughout the organization for improved field management services efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order 850 of utility restorations Service throughout the organization for tracking efficient service delivery. 4 DPS Customer Leverage technology and data Provide equipment and service order Aver age repair time Service throughout the organization for tracking efficient service delivery. 4 DPS Customer Leverage technology and data Enable CityWorks tablets for Decrease response time to Service throughout the organization for improved field management services service requests by two days efficient service delivery.
202 Priority Department Strategic Objective Activity Performance Indicator No. Priority 4 DPS Customer Leverage technology and data Provide equipment and service order Decrease response time to Service throughout the organization for tracking service requests by two days efficient service delivery. 4 DPU Customer Leverage technology and data Complete infrastructure improvements 100% completion by 3rd Service throughout the organization for more needed for AMI network – base quarter efficient service delivery. stations and towers
4 DPU Customer Leverage technology and data Complete installation of new large 100% completion by 4th Service throughout the organization for more meters quarter efficient service delivery. 4 DPU Customer Respond to growing service demands Work with Affordability Study consultant 5% decrease in monthly Service through collaboration, innovation, and to further enhance DPU’s Customer delinquency rate outcome management. Assistance Program initiatives to improve water affordability and improve delinquency rates.
4 Economic Customer Respond to growing service demand Invest in promotional and educational December-21 Development Service through collaboration, innovation, and materials for City and department outcome management. resources and processes.
4 Economic Customer Respond to growing service demand Utilize pre-development meetings to 10 of total projects assisted with Development Service through collaboration, innovation, and bring relevant departments and predevelopment meetings outcome management. agencies together with developers, business owners and contractors to prevent delays and miscommunication and manage expectations.
4 Finance Customer Identify and implement financial Improve purchasing processes % of contracts approved in ten Service processes and improvements for business days greater efficiency and effective oversight of city financial resources 4 Finance Customer Identify and implement financial Process vendor payments in a timely % of payments processed in 20 Service processes and improvements for manner business days greater efficiency and effective oversight of city financial resources 4 Fire Customer Respond to growing service demands Provide fire safety education to the 31,500 of fire safety education Service through collaboration, innovation, and community through the neighborhood events outcome management. block watch program, senior citizen centers, Toledo Firefighters Museum, Toledo Public, Charter and Private schools
4 Fire Customer Respond to growing service demands Provide fire safety education to the 5% increase in fire safety Service through collaboration, innovation, and community through the neighborhood education to the citizens outcome management. block watch program, senior citizen centers, Toledo Firefighters Museum, Toledo Public, Charter and Private schools
203 City of Toledo Performance Plan Priority Department Strategic Objective Activity Performance Indicator No. Priority Workplace Culture 5 ICT Workplace Attract, develop, motivate, and retain a Improve staff performance by December-21 Culture diverse, high quality, engaged, and working with HR to establish job productive workforce. descriptions for all employees.
5 ICT Workplace Attract, develop, motivate, and retain a Improve staff performance by 3/5 customer satisfaction rating on Culture diverse, high quality, engaged, and working with HR to establish job closed tickets productive workforce. descriptions for all employees.
5 ICT Workplace Attract, develop, motivate, and retain a Improve staff performance by 50% tickets closed in priority Culture diverse, high quality, engaged, and working with HR to establish job level time frame productive workforce. descriptions for all employees.
5 D&I Workplace Attract, develop, motivate, and retain a Hire DEI consultant to develop the January-21 Culture diverse, high quality, engaged, and city’s DEI strategy and anti- productive workforce. discrimination and implicit bias training curriculum. 5 D&I Workplace Attract, develop, motivate, and retain a Centralize ADA accommodation January-21 Culture diverse, high quality, engaged, and request process and inventory productive workforce. equipment.
5 D&I Workplace Attract, develop, motivate, and retain a Develop certification curriculum for HR June-21 Culture diverse, high quality, engaged, and interview panel DEI representative productive workforce.
5 D&I Workplace Attract, develop, motivate, and retain a Develop HR interview questions June-21 Culture diverse, high quality, engaged, and productive workforce.
5 D&I Workplace Attract, develop, motivate, and retain a Develop intervention strategy to June-21 Culture diverse, high quality, engaged, and ensure equitable discipline productive workforce.
5 D&I Workplace Use data to evaluate service delivery Develop placement goals (recruitment, June-21 Culture based on clearly defined expectations promotion), and succession planning and focused on service excellence. strategy based on affirmative action study. 5 D&I Workplace Attract, develop, motivate, and retain a Relocate to central location of December-21 Culture diverse, high quality, engaged, and equipment productive workforce.
5 D&I Workplace Attract, develop, motivate, and retain a Investigate and resolve reasonable 30 days to investigate/30 days to Culture diverse, high quality, engaged, and accommodation grievances process reasonable productive workforce. accommodation
5 D&I Workplace Attract, develop, motivate, and retain a Develop certification process Certify one officer from each Culture diverse, high quality, engaged, and department productive workforce.
5 DPS Workplace Attract, develop, motivate, and retain a Hire consultant to evaluate data January-21 Culture diverse, high quality, engaged, and associated with D&I complaints and productive workforce. grievances filed and create training and development plan. 5 DPS Workplace Attract, develop, motivate, and retain a Develop and implement classroom and 100% training to all field Culture diverse, high quality, engaged, and field training programs for employees to employees productive workforce. be able to grow within the division (includes leadership and safety)
5 DPS Workplace Attract, develop, motivate, and retain a Develop and implement classroom and 100% training to all seasonal Culture diverse, high quality, engaged, and field training programs for employees to employees productive workforce. be able to grow within the division (includes leadership and safety)
5 DPS Workplace Attract, develop, motivate, and retain a Develop and implement classroom and 300 or 386 DPS employees Culture diverse, high quality, engaged, and field training programs for employees to trained productive workforce. be able to grow within the division (includes leadership and safety)
5 DPS Workplace Attract, develop, motivate, and retain a Reduce backlog of jobs in the Division of 5% reduction in job backlog Culture diverse, high quality, engaged, and Sewers and Water Distribution productive workforce.
5 DPS Workplace Attract, develop, motivate, and retain a Develop and implement classroom and 75% of all employees trained Culture diverse, high quality, engaged, and field training programs for employees to productive workforce. be able to grow within the division (includes leadership and safety)
204 Priority Department Strategic Objective Activity Performance Indicator No. Priority 5 DPU Workplace Attract, develop, motivate, and retain a Develop department succession plan to 100% completion by 4th Culture diverse, high quality, engaged, and identify leadership opportunities and quarter productive workforce. new career pathways for employees.
5 DPU Workplace Attract, develop, motivate, and retain a Hire consultant to evaluate data Decrease D&I complaints by Culture diverse, high quality, engaged, and associated with D&I complaints and 10% productive workforce. grievances filed and create training and development plan. 5 Economic Workplace Attract, develop, motivate, and retain a Invest in economic development 20 hours of continuing Development Culture diverse, high quality, engaged, and certification, training and professional education/professional productive workforce. development for department staff. development hours completed by staff 5 Finance Workplace Attract, develop, motivate, and retain a Develop career ladder plans for team December-21 Culture diverse, high quality, engaged, and productive workforce.
5 Fire Workplace Attract, develop, motivate, and retain a Include implicit bias and anti- December-21 Culture diverse, high quality, engaged, and discrimination curriculum in cadet productive workforce. training curriculum
5 Fire Workplace Attract, develop, motivate, and retain a Develop a department culture that 100% of firefighters participate in Culture diverse, high quality, engaged, and embraces values, versus rules and implicit bias and anti- productive workforce. policies to achieve overall excellence. discrimination training by December 2021 5 Fire Workplace Attract, develop, motivate, and retain a Recruit a diverse and capable 25% of women cadets Culture diverse, high quality, engaged, and workforce that reflects the city it productive workforce. serves.
5 Fire Workplace Attract, develop, motivate, and retain a Recruit a diverse and capable 27% of African American Culture diverse, high quality, engaged, and workforce that reflects the city it cadets productive workforce. serves.
5 Fire Workplace Attract, develop, motivate, and retain a Recruit a diverse and capable 7% of Hispanic cadets Culture diverse, high quality, engaged, and workforce that reflects the city it productive workforce. serves.
5 Fire Workplace Attract, develop, motivate, and retain a Reduce Total Number of Sick Hours by Reduce Overtime Hours by Culture diverse, high quality, engaged, and 10%(35,000 to 31,500) 10%(50,000 to 45,000) productive workforce.
5 Fire Workplace Attract, develop, motivate, and retain a Re duce Total Number of Sick Hours by Reduce Total Number of Sick Culture diverse, high quality, engaged, and 10%(35,000 to 31,500) Hours by 10%(35,000 to productive workforce. 31,500)
5 Human Workplace Attract, develop, motivate, and retain a Healthcare Plan assessment June-21 Resources Culture diverse high quality, engaged and product workforce. 5 Human Workplace Attract, develop, motivate, and retain a Implementation of updated 80% of positions filled within 90 Resources Culture diverse high quality, engaged and recruitment process days product workforce. 5 Human Workplace Attract, develop, motivate, and retain a Updated onboarding/off-boarding 80% of positions filled within 90 Resources Culture diverse high quality, engaged and process days product workforce. 5 Human Workplace Attract, develop, motivate, and retain a Updated onboarding/off-boarding 80% percentage of employees Resources Culture diverse high quality, engaged and process that would recommend COT to product workforce. others 5 Human Workplace Attract, develop, motivate, and retain a Employee recognition and 80% percentage of employees Resources Culture diverse high quality, engaged and engagement program that would recommend COT to product workforce. others to 5 Human Workplace Attract, develop, motivate, and retain a Implementation of updated Number of job offers declined Resources Culture diverse high quality, engaged and recruitment process product workforce. 5 Human Workplace Attract, develop, motivate, and retain a City-wide succession plan Number of job offers declined Resources Culture diverse high quality, engaged and and reason for decline product workforce. 5 Human Workplace Attract, develop, motivate, and retain a Administrative police review, revision, Number of policies reviewed Resources Culture diverse high quality, engaged and creation product workforce. 5 Human Workplace Attract, develop, motivate, and retain a City-wide succession plan Percentage of positions vacant Resources Culture diverse high quality, engaged and less than 60 days product workforce. 5 Human Workplace Attract, develop, motivate, and retain a HRIS implementation TBD – 12/31/2023 (contingent Resources Culture diverse high quality, engaged and upon RFP process and timeline product workforce. for selected vendor)
5 Human Workplace Attract, develop, motivate, and retain a Training and development plan and Training and Development plan by Resources Culture diverse high quality, engaged and implementation 6/30/2021 (Contingent upon product workforce. resources) 5 Police Workplace Attract, develop, motivate, and retain a Increase diversity in the department 10% of women Culture diverse, high quality, engaged, and and leadership (leadership/officers/recruits) productive workforce.
205 Priority Department Strategic Objective Activity Performance Indicator No. Priority 5 Police Workplace Attract, develop, motivate, and retain a Purchase tool to support physical and 15% reduction in workplace Culture diverse, high quality, engaged, and mental wellness injuries productive workforce.
5 Police Workplace Attract, develop, motivate, and retain a Increase diversity in the department 5% AA Culture diverse, high quality, engaged, and and leadership (leadership/officers/recruits) productive workforce.
5 Police Workplace Attract, develop, motivate, and retain a Increase diversity in the department 5% Hispanics/Latino Culture diverse, high quality, engaged, and and leadership (leadership/officers/recruits) productive workforce.
5 Police Workplace Attract, develop, motivate, and retain a Purchase tool to support physical and 5% reduction in sick hours Culture diverse, high quality, engaged, and mental wellness productive workforce.
5 Police Workplace Attract, develop, motivate, and retain a Purchase tool to support physical and 50% of officers participating Culture diverse, high quality, engaged, and mental wellness productive workforce.
206 Capital Improvement Plan – Project Detail
207 Capital Improvements Plan The 2021 Proposed Capital Improvement Plan (CIP) is funded from income taxes allocated to the Capital Improvement Fund, grant and loan proceeds and an estimated fund balance carry over from 2020. Certain road and bridge projects receive match funding through federal and state programs.
The goals of the Capital Improvement Plan are to provide funding for projects related to the preservation of assets and infrastructure and to maximize matching funds. The CIP plan includes:
Sources of Funds Income Taxes: Total amount of Income taxes allocated to CIP based on estimated annual collections
Transfers In: Transfers from other sources to cover associated debt service
Interest: Estimated interest earnings on investments
Proceeds from Bond Issues: Anticipated new debt issuances to finance capital projects.
Grand and Loan Proceeds: Federal and State funding awarded for major street paving and bridge construction.
Uses of Funds
Debt Service: General, loan and note obligations and associated debt service charges Lease Payments: Current obligations for vehicles and other equipment
Project Support: Operating budget fixed personnel and non-labor costs
1% for the Arts: Municipal Code required contribution to The Toledo Arts
Commission
Transfers Out: Budgeted transfer to General Fund
New projects: Capital projects approved for funding over the five-year capital plan, including bridge and major street paving, sidewalks, and residential street paving and repair
208 Capital Improvements Program
Division Project Title Proposed Funding Project Description
Renovations and facility improvements at the Prosecutors' office in the Law Renovate Prosecutor's Office 200,000 Municipal Court Building Replacement of end of life Storage Area Information & Communications Technology Storage Area Network Upgrade 125,000 Network (SAN) Implementation and 5 year subscription to budgeting planning and Information & Communications Technology Budget Planning and Forecasting Solution 1,500,000 forecasting software Implementation and 5 year subscription to Human Resources Information & Communications Technology Human Resource Information System (HRIS) 1,500,000 Information System Call Manager expansion to optimize network Information & Communications Technology Expand Call Manager (for WAN Refresh) 175,000 services Network security enhancements to cover threat detection, alerts Information & Communications Technology Network Security Enhancements and Airgap 100,000 and response Economic Development Information & Communications Technology LANE Buildout for Development 30,000 (LANE Build Out) First year subscription payment for budgeting Budget Planning and Forecasting Solution planning and forecasting Information & Communications Technology (year 1 payment) 300,000 software First year subscription payment for Human Human Resource Information System (year Resources Information Information & Communications Technology 1 payment) 300,000 System The replacement of traffic signals and Transportation Traffic Signal Equipment 175,000 materials Replacement of capital material/equipment for signage throughout the City which are beyond its Transportation Major Street Signs 75,000 useful life SB&H Byrne Road Streets, Bridges & Harbor Byrne Road Facility Rehabilitation 50,000 building improvements Purchase of Compactor Solid Waste Landfill Compactor Replacement 203,000 for Landfill
Phase 1of replacement of aged and deteriorated Solid Waste Landfill Infrastructure Investment 100,000 landfill infrastructure
209 Capital Improvements Program
Division Project Title Proposed Funding Project Description Removal of walkway Facility Operations Summit Street Walkways 400,000 over Summit Street
HVAC and mechanical systems work and replacement throughout Facility Operations Major Mechanical & HVAC 200,000 city buildings Tunnel closure or entrance reconfiguration to Constitution by building a wall to secure the site from Facility Operations Tunnel Closure - Civic Center Mall 2,000,000 construction Replace and repair sidewalks throughout Engineering Services Sidewalk Program 1,000,000 city
Annual subscription cost Police Tasers 350,000 for TASERs and vests Annual cloud storage Body Worn Camera Software & Cloud subscription cost for 574 Police Storage 280,000 cameras Shotspotter gunshot detection system for 4 Police Shotspotter 280,000 square miles Continued replacement of radios that are no longer serviceable (42 Police Portable radios and Vests 195,500 Motorola Radios) Continued replacement of radios that are no longer serviceable (30 Fire & Rescue Portable Radios 165,000 APEX Radios) Various capital projects on fire stations Fire & Rescue Building Renovations 200,000 throughout the City
210 Capital Improvements Program
Division Project Title Proposed Funding Project Description Replacement and improvements to playground equipment Recreation Playground Replacement 300,000 in various city parks Improvements to tennis courts in various city Recreation Tennis Court Resurfacing 100,000 parks Infrastructure improvements to Parks & Forestry Revitalization of Park Infrastructure 477,500 support the parks Infrastructure Improvements at Parks & Forestry Harvard Overlook Improvements 150,000 Harvard Overlook Forestry Mower w/ Parks & Forestry Mower with Mulching Head 160,000 mulching head Total 11,091,000
211 Labor Contract Summaries
212 The City had 2,680 full-time and part-time employees as of September 15, 2020. That number of employees has increased by approximately 67 since 2014. The City also utilizes seasonal workers and temporary workers for specific projects from time to time on a contract basis. The State’s public employee collective bargaining law applies generally to public employee relations and collective bargaining of the City and other political subdivisions statewide.
The vast majority of City employees hold position classifications that are in collective bargaining units. The full-time employees in those classifications are represented by the following bargaining units:
Approximate Labor Agreement Bargaining Unit Number of Expiration Employees Ohio Council 8 of the American Federation of State, 750 June 30, 2020(a)(b) County and Municipal Employees (AFSCME), Local 7
Ohio Council 8 of AFSCME, Local 7, Communications 72 June 30, 2020(a)(b) Operators
Toledo Police Patrolman’s Association 481 December 31, 2020(c)
International Association of Fire Fighters, Local 92 502 December 31, 2020(c)
International Brotherhood of Teamsters, Local 20 83 December 31, 2021
Ohio Council 8 of AFSCME, Local 2058, Supervisors 224 May 31, 2021
Ohio Council 8 of AFSCME, Local 2058, Communication 6 May 31, 2021 Supervisors
Toledo Police Command Officers’ Association 132 December 31, 2020(c)
United Auto Workers, Local 12 (Clerk of Courts – 8 December 31, 2022 Supervision) Ohio Council 8 of AFSCME, Local 3411 (Clerk of Court 64 December 31, 2021 – Deputy Clerks)
Toledo Fire Chiefs’ Association 23 December 31, 2020(c)
(a) Due to disruptions caused by COVID-19, the City and these bargaining units entered into extensions of their labor agreements through August 31, 2020. Negotiations for new one year agreements have commenced and are ongoing. (b) Employees are continuing to work under the terms of the prior agreement. (c) Negotiations for new one year agreements have commenced and are ongoing.
213 The remaining City employees hold positions in the civil service classified exempt classification, have not formed a bargaining unit, or are not authorized to form or join a bargaining unit because they hold elective office or are confidential or management-level employees (exempt personnel).
Generally, wages and other economic benefits for City employees have been derived through negotiations with the bargaining units. In negotiating their most recent three-year contracts, the City and its bargaining units have successfully utilized a collaborative interest-based bargaining process.
In 2017, the City and the AFSCME Local 7 unit, currently representing approximately 750 City employees, entered into a new three-year collective bargaining agreement through June 30, 2020. Under the terms of that agreement, employees in AFSCME Local 7 received a 1% pay increase on January 1, 2018, a 1.5% pay increase on January 1, 2019, and a 2.5% pay increase on January 1, 2020. The agreement also provided substantially strengthened rights for City management to discipline employees and to create incentives for productive employees who meet attendance goals and other requirements.
In 2017, the City and the AFSCME Local 7 Communication Operators unit, currently representing approximately 72 City employees, entered into a new three-year collective bargaining agreement through June 30, 2020. Under that agreement, employees in that bargaining unit were and are not to receive any percentage pay increases. However, the agreement provided salary group upgrades to certain classifications of employees within the unit to make the salaries provided by the City for employees in those classifications competitive those offered others in similar positions in the Toledo MSA and in other locations in the State. The agreement also provided substantially strengthened City management’s control over the employees’ work schedules.
In 2018, the City entered into new three-year collective bargaining agreements through December 31, 2020, with the Toledo Police Patrolman’s Association (TPPA), currently representing approximately 489 City employees, the International Association of Fire Fighters, Local 92 (Local 92) currently representing approximately 507 City employees, and the Toledo Police Command Officers’ Association (TPCOA) currently representing approximately 132 City employees. Under the terms of those agreements, employees in the TPPA, Local 92 and the TPCOA received 1.5% pay increases in January 2018, 2.5% pay increases in January 2019, and 3% pay increases in January 2020. The agreement with the TPPA provided City management with discretion and flexibility in the process used in filling vacancies, and the agreement with Local 92 provided for the civilianization of positions in the Fire Communications Bureau. Under the terms of the agreement with the TPCOA, the salary spread between command officers and patrolmen was eliminated.
In 2018, the City also entered into a new three-year collective bargaining agreement through December 31, 2020 with the Toledo Fire Chiefs’ Association (TFCA) currently representing approximately 23 City employees. Under the terms of that agreement, the City maintained the salary spread between various classifications of employees in the TFCA. In addition, the agreement established a five (5) year timeframe during which the City may recoup educational expenses from those employees who take advantage of that benefit, but choose to leave the City upon completion of their studies.
214 In 2018, the City and AFSCME Local 2058 unit, currently representing approximately 231 City supervisory employees, entered into a new three-year collective bargaining agreement through May 31, 2021. Under the terms of that agreement, employees in Local 2058 received a 1.5% pay increase effective in January 2018, a 2.5% pay increase effective in January 2019, and a 3% pay increase effective in January 2020. The agreement also clarified the overtime process for on-call personnel and provided a more efficient progressive disciplinary process that serves to streamline the timeframes for City managers, administrators, and commissioners.
In 2018, the City and the AFSCME Local 2058 Communications Supervisors’ unit, currently representing six City employees entered into a new collective bargaining agreement for the period from June 1, 2018 through May 31, 2021. Under that agreement, employees in that bargaining unit were and are not to receive any percentage pay increases. However, the agreement provided salary group upgrades to certain classifications of employees within the unit to make the salaries provided by the City for employees in those classifications competitive those offered others in similar positions in the Toledo MSA and in other locations in the State. The agreement also provides for a more efficient progressive disciplinary process, which will streamline the timeframes for City administrators.
In January 2019, the City and the AFSCME Local 3411, currently representing 65 City employees, entered into a new three-year collective bargaining agreement through December 31, 2021.
Under the terms of that agreement, employees in AFSCME Local 3411 received a 1.5% pay increase in January 2019, a 2.5% pay increase in January 2020, and are to receive a 3% pay increase in January 2021. Additionally, the pay rate for new employees in this unit was increased to maintain compliance with the City’s living wage ordinance. Other provisions included an extension to the employees’ lunch period and increase in the co-payment for which they are responsible for emergency room visits.
In the judgment of the City, its labor and employee relations are generally good and productive. The City has not gone to fact-finding with any bargaining unit since 2015 and no bargaining unit has filed an unfair labor practice against the City in several years.
215 Pension Description
216 Present and retired employees of the City are covered under two statewide public employee retirement (including disability retirement) systems. The Ohio Police and Fire Pension Fund (OP&F) covers uniformed members of the police and fire departments. All other eligible City employees are covered by the Ohio Public Employees Retirement System (OPERS).
OPERS and OP&F are two of five statewide public employee retirement systems created by and operating pursuant to Ohio law, all of which currently have unfunded actuarial accrued liabilities. The General Assembly has the power to amend the format of those systems and to revise rates and methods of contributions to be made by public employers and their employees and eligibility criteria, benefits or benefit levels for employee members. In 2012, the General Assembly passed five separate pension reform measures intended to assist each of the five retirement systems in addressing its unfunded actuarial accrued liabilities. The reform legislation passed with respect to OPERS and OP&F provided for (i) no change in the City contribution rates with respect to its employees’ earnable salaries, (ii) no change in OPERS employee contribution rate, and (iii) an increase in the OP&F employee contribution rate from 10% to 12.25% in annual increments of 0.75% that began on July 2, 2013. With certain transition provisions applicable to certain current employees, the reform legislation has, among other changes, increased minimum age and service requirements for retirement and disability benefits, revised the calculation of an employee’s final average salary on which pension benefits are based to include the five highest years (rather than the three highest years), provided for OPERS pension benefits to be calculated on a lower, fixed formula, changed provisions with respect to future cost-of-living adjustments to limit those adjustments to the lesser of any increase in the Consumer Price Index or three percent. The OP&F reform legislation also authorizes the OP&F board to further adjust member contribution rates or further adjust age and service requirements after November 1, 2017, if, after an actuarial investigation, the board determines that an adjustment is appropriate.
Plan Description – Ohio Public Employees Retirement System (OPERS)
City employees, other than full-time police and firefighters, participate in the Ohio Public Employees Retirement System (OPERS). OPERS administers three separate pension plans. The Traditional Pension Plan is a cost-sharing, multiple-employer defined benefit pension plan. The Member-Directed Plan is a defined contribution plan and the Combined Plan is a cost-sharing, multiple-employer defined benefit pension plan with defined contribution features. While members (e.g., City employees) may elect the Member-Directed Plan and the Combined Plan, substantially all employee members are in OPERS’ Traditional Pension Plan.
Plan Description – Ohio Police & Fire Pension Fund (OP&F)
City full-time police and firefighters participate in Ohio Police and Fire Pension Fund (OP&F), a cost- sharing, multiple-employer defined benefit pension plan administered by OP&F. OP&F provides retirement and disability pension benefits, annual cost-of-living adjustments, and death benefits to plan members and beneficiaries. Benefit provisions are established by the Ohio State Legislature and are codified in Chapter 742 of the Ohio Revised Code. OP&F issues a publicly available financial report that includes financial information and required supplementary information and detailed information about OP&F fiduciary net position.
217 Position Comparison – FTEs by Department and Division
218 City Council and Auditor 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 10100-City Council 22.10 22.00 22.00 25.50 10300-Auditor 1.00 1.00 1.00 1.00 Department Total 23.10 23.00 23.00 26.50
Office of the Mayor 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 10200-Office Of The Mayor 11.25 12.25 10.25 10.25 Department Total 11.25 12.25 10.25 10.25
Toledo Lucas County Plan Commission 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 10400-Plan Commission 11.00 14.00 11.00 12.67 Department Total 11.00 14.00 11.00 12.67
Human Relations Commission 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 10600-Human Relations Commission 1.00 1.00 1.00 2.00 Department Total 1.00 1.00 1.00 2.00
Diversity & Inclusion 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 10700-Diversity & Inclusion 5.75 7.00 5.17 9.00 Department Total 5.75 7.00 5.17 9.00
Toledo Municipal Court 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 10800-Municipal Court Judges 97.78 103.70 100.05 105.60 10900-Clerk of Municipal Court 80.00 80.00 77.67 79.00 Department Total 177.78 183.70 177.71 184.60
Law 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 12000-Law 33.00 34.00 31.00 31.26 Department Total 33.00 34.00 31.00 31.26
Finance 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 11100-Financial Analysis 4.00 4.00 3.58 3.00 14100-Finance Administration 1.75 2.00 2.00 2.00 14200-Treasury 5.00 5.00 5.00 6.76 14400-Taxation 34.00 33.75 32.50 31.75 14600-Accounts 11.50 13.50 11.00 11.00 14700-Finance ERP 1.50 2.00 1.00 1.00 14800-Debt Management 2.00 2.00 2.00 1.25 17700-Purchasing & Supplies 5.10 6.85 5.43 4.75 Department Total 64.84 69.10 62.51 61.51
Human Resources 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 17100-Human Resources 17.00 20.00 17.58 19.00 Department Total 17.00 20.00 17.58 19.00
Information & Communications Technology 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 17500-Information & Communications Technology 17.75 23.08 19.50 20.50 17600-Engage Toledo - 18.50 15.00 13.27 Department Total 17.75 41.59 34.50 33.77
219 Neighborhoods 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 16100-Neighborhoods Administration 15.50 15.50 15.50 16.00 16200-Housing Division 24.50 25.00 25.00 23.00 56400-Code Enforcement 22.00 23.00 20.16 20.00 60600-Beautification Action Team - - - - Department Total 62.00 63.50 60.66 59.00
Development 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 16400-Economic Development 7.75 8.00 5.50 7.75 16500-Real Estate - - - - 56300-Building Inspection 23.00 23.00 20.58 18.00 Department Total 30.75 31.00 26.08 25.75
Public Service 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 22500-Transportation 48.00 48.00 48.00 48.00 23100-Streets, Bridges & Harbor 185.63 203.00 200.00 205.52 24500-Waste Disposal 14.00 14.00 14.00 14.00 25000-Fleet Operations 65.40 66.40 60.82 65.20 26100-Facility Operations 22.60 22.60 19.68 22.60 60300-Recreation 5.75 5.50 5.08 4.00 60500-Parks & Forestry 73.51 80.25 76.75 74.75 Department Total 414.89 439.74 424.32 434.07
Public Utilities 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 31000-Utility Administrative Services 97.65 90.50 90.50 91.00 32000-Water Treatment 104.00 104.00 104.00 104.00 34000-Water Distribution 134.00 150.83 150.83 145.00 35000-Engineering Services 67.00 65.00 62.87 64.00 36000-Water Reclamation 117.00 117.00 117.00 117.00 37000-Sewer & Drainage Services 124.00 121.00 121.00 121.00 38000-Environmental Services 47.00 47.00 47.00 47.00 Department Total 690.65 695.33 693.20 689.00
Safety Administration 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 51000-Safety Administration 0.25 0.25 0.25 0.25 Department Total 0.25 0.25 0.25 0.25
Police 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 52000-Police 708.35 718.76 683.42 679.46 Department Total 708.35 718.76 683.42 679.46
Fire & Rescue 2019 Budget 2020 Approved 2020 Amended 2021 Proposed 53000-Fire & Rescue 658.94 653.98 645.91 662.19 Department Total 658.94 653.98 645.91 662.19
Grand Total 2,928.31 3,008.18 2,907.56 2,940.30
220 Thank you.
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